Apprenticeship strategy - Cornwall Council€¦ · Identifying apprenticeship opportunities as part...

Apprenticeship strategy2017-2021

www.cornwall.gov.uk

- Steph

I would recommend an apprenticeship for

anybody. It’s a good step into the work place and a good insight into the career you want.

Apprenticeship strategy | 3

Foreword/RaglavarCreating a strong and prosperous Cornwall that is resilient and resourceful can only be achieved if we have a highly trained, ambitious and flexible workforce in Cornwall and can continue to attract and retain the very highest talent to live and work in our area. Apprenticeships can make a positive contribution to this by creating opportunities for young people and by providing a framework for the workforce, of all ages, to undertake relevant qualifications, helping to raise skills and aspirations.

The Government’s Vision for Apprenticeships 20201 has continued to highlight the value of apprenticeships to economic prosperity and its recent apprenticeship reforms2 have called for a substantial rise in the number of apprentices.

Cornwall Council has a responsibility in helping to create these opportunities both as an employer and as a strategic leader. In addition to supporting Cornwall’s wider Employment and Skills Strategy3 it is also crucial that we continue to take positive action in utilising apprenticeships as part of our Council’s own workforce strategy.

This Apprenticeship Strategy offers the opportunity for the Council to provide entry routes into the organisation, particularlyfor young people, as well as enable our existing workforce to undertake relevant apprenticeship qualifications aligned to current and future skills needs. Adopting a more strategic approach as to how we attract, retain and develop our workforce to meet our communities’ needs both now and in the future is vital.

Apprenticeships are an integral part of this.

Ny yllir kowlwul gwrians Kernow grev ha sewen, keffrys ha duryadow hag awenek, marnas ni a’gan beus gweythlu yn Kernow yw trenys yn ta, ughelhwansek ha gwedhyn, ha ni a yll pesya dhe denna ha dalghenna tus a’s teves roasow an ughella fest dhe vewa hag oberi y’gan pow. Kynsernethow a yll kevri dhe hemma yn maner bosedhek dre wruthyl chonsyow rag tus yowynk ha dre brovia framweyth rag an gweythlu, a bub oos, dhe omgemeres steusow dhe les, a yll gweres dhe sevel sleyneth hag ughelhwansow.

Towl an Governans Gwelesigeth rag Kynsernethow 20201 re besyas dhe wolowboyntya an dalvosogeth a gynsernethow dhe sewena erbysiethek hag y dhasfurvyansow a-dhiwedhes a gynsernethow2 re dhervynnas moghheans meur y’n niver a gynseri.

Konsel Kernow a’n jeves charj a weres dhe wruthyl an chonsyow ma avel arvethor hag ynwedh avel hembrenkyas stratejek. Dres skoodhya an towl Kernow ledanna An Strateji rag Arveth ha Sleyneth3, yth yw troboyntel ynwedh ni dhe besya dhe oberi yn posedhek dre dhevnydhya kynsernethow avel rann strateji gweythlu agan Konsel y honan.

An Strateji Kynserneth ma a brof chons dhe’n Konsel a brovia fordhow entrans a-ji dhe’n korf, yn arbennik rag tus yowynk, ha gallosegi maga ta agan gweythlu dhe omgemeres steusow kynserneth dhe les alinys gans edhommow a sleynethow hag a-lemmyn hag y’n termyn a dheu.

Yth yw res porres ni dhe adoptya method moy stratejek dhe denna, gwitha ha displegya agan gweythlu rag kollenwel edhommow agan kemeneth hag a-lemmyn hag y’n termyn a dheu.

Kynsernethow yw rann bosek a hemma.

Kate KennallyChief Executive/Pennsodhek

1 www.gov.uk/government/publications/apprenticeships-in-england-vision-for-20202 www.gov.uk/government/collections/apprenticeship-changes3 Cornwall and IoS LEP Employment and Skills Strategy 2016-2030 www.cioslep.com/ employment-and-skills/ employment-and-skills-strategy-2016-2030-

4 | Apprenticeship strategy

Introduction

This Apprenticeship Strategy, whilst spanning the period 2017-2021, is intended to be a dynamic activity and will be regularly reviewed and updated in response to local and national changes. It will be overseen by the People and Workforce Board.

The strategy will also be used to inform Service Business and Workforce Plans to help identify the actions that individual Service areas will take in support of this strategy and in meeting the specific skills challenges they face. The Apprentice Strategy also supports and works alongside other talent and entry to work initiatives such as work experience, traineeships, graduate programmes and internships as part of our wider talent approach.

This document sets the Apprenticeship Strategy for Cornwall Council as an employer and the positive action that we will take in our approach to apprenticeships as part of our workforce strategy. It is aligned with the Council’s Strategic Plan, our People Strategy; the Cornwall and Isles of Scilly LEP’s Employment and Skills Strategy, Cornwall Education Strategy and Cornwall’s Devolution Deal.

Overall, I think the Apprenticeship has helped

me improve my performance at work and help me understand the importance of my tasks.- Rich


VisionApprenticeships within the Council are seen and valued as high quality pathways to successful careers, providing opportunities for new and existing employees to develop and which assist the Council in meeting its current and future skills needs.

The Council faces a number of challenges over the next few years. These challenges can only be met if we have the right people, with the right skills at the right time to meet demands.

Apprenticeships therefore need to form an integral part of our organisational workforce strategy to provide the Council with a talent pipeline that supports our current and future skills needs.


ContextMeeting current and future skills needs

With the number of jobs in Cornwall predicted to rise by 12,0004 over the next decade there is strong evidence that the Council will find it increasingly difficult to attract and retain sufficient numbers of people with the skills required to deliver our services.

Some service areas, particularly within the Adults and Children’s areas are already experiencing skills shortages as competition for skilled workers increases. Adopting a more strategic approach to ‘growing our own’ future workforce will become increasingly important.

In addition to identifying apprenticeship opportunities for new employees, a ‘grow our own’ approach will also need to apply to our existing workforce if we are to ensure we have the capacity and capabilities we need. Providing opportunities for existing staff to utilise apprenticeships, particularly higher level apprenticeships, to gain skills and progress their career will further help to develop talent pipelines within the organisation.

Government reformsSet against the Government’s drive5 to increase apprentices, and which will result in circa £900k of the Authority’s budget allocated to an apprenticeship levy, attracting apprentices and providing opportunities to progress to higher level apprenticeships will be critical to ensuring we meet both our skills needs and maximise our levy fund. Currently 2.8% of the Council’s employees are undertaking an apprenticeship. To maintain the public sector requirement of 2.3% of the workforce undertaking an apprenticeship will require the Council to start circa 500 apprentices over the next four years. Against a background of public sector change it is, however, important that the increase of apprentices within the Council is aligned to our future skills needs and not just to meet the Government targets.

4 UKCES LMI Report for Cornwall and the Isles of Scilly5 www.gov.uk/government/collections/apprenticeship-changes


Supporting Cornwall Council’s strategic ambitionsProviding apprenticeships and routes into apprenticeships are an integral part of Cornwall’s wider economic and skills strategy and education strategy6 by helping to raise skills and aspirations7 8.

Cornwall, as a region, currently has a lower proportion of the population with higher level qualifications than elsewhere in the country9. Providing opportunities for staff to undertake apprenticeships and developing a pro-apprenticeship culture at all levels within the Council will not only help to raise skills within our workforce in support of our skills needs and assist in meeting the Government’s apprentice targets; but also support the Council’s wider strategic ambitions.

As a leader of public services and one of the largest employers in the area, it is also important that our workforce is representative of the communities we serve. Within the Council, currently 5.5% of our workforce is aged under 25, which has increased from 3% in 2017 at the start of our Apprenticeship

I am grateful for the apprenticeship I am

on… it has changed my life in a positive way. I didn’t know how an apprenticeship could help me not only develop my skills at work but improve myself as a person.- Lauren C

Programme. Attrition rates are also highest amongst this age group indicating that where we are able to recruit we have difficulty in retaining them. Research further indicates that there continues to be a net outflow of young people out of the County as they seek opportunities elsewhere.

The challenges for finding work are particularly acute for young people aged 18-24, as well as for care leavers, long term unemployed, returners to the labour market and those with disabilities, as they try to compete against more experienced candidates. Cornwall Council, as an employer and as a strategic leader, has a responsibility in helping to create opportunities for disadvantaged groups.

6 Cornwall and IoS LEP Employment and Skills Strategy 2016-20307 Cornwall’s Education Strategy, Raising Aspirations and Achievement 8 Cornwall Careers Offer9 www.gov.uk/government/publications/cornwall-devolution-deal


Apprenticeship strategy aimsSet against this wider context, it is therefore timely to review our approach to apprenticeships. In particular how we attract, develop and retain apprentices and develop apprenticeship programmes that:

Some service areas, particularly within the Adults and Children’s areas are already experiencing skills shortages as competition for skilled workers increases. Adopting a more strategic approach to ‘growing our own’ future workforce will become increasingly important.

• Support our workforce skills needs

• Support Cornwall Council’s Strategic Plan ambitions relating to People, Place and Prosperity

• Meet the challenges of the Government’s Apprenticeship reforms.

Consequently our Apprentice Strategy aims to:

Identify apprenticeship opportunities as part of Service workforce planning activity to support skills needsMaximising the use of apprenticeship is critical in helping to build the capabilities we require. Consequently we will continue to work with service managers to map apprenticeships to critical skills needs. Identifying apprenticeship opportunities as part of service workforce planning will enable service managers to take action in mitigating potential skills shortages and develop the skills needed for future service delivery.

1

Actively promote apprenticeships within the Council as valuable recruitment and talent pipeline opportunities and develop a pro-apprenticeship culture amongst managers and staff

2


I feel well supported and the learning/

training that I am doing is helping me carry out my everyday role.

Develop opportunities to utilise higher level apprenticeships in support of skills needs; raising skills and aspirations

Providing opportunities for existing staff to utilise apprenticeships to gain skills and progress their career will help to develop talent pipelines within the organisation. Apprentice qualifications have traditionally been perceived as only relevant for school leavers and for junior entry level roles. Developing a greater awareness of the types of apprenticeships available, particularly higher level apprenticeships, and the benefits they offer for both new and existing employees will be essential to increasing the number of employees undertaking an apprenticeship.

• Increasing the opportunities for new entrants

• Increasing the number of existing employees undertaking an apprenticeship to develop their skills and career paths

Achieve 500 apprenticeship starts by 2021 by:

Increase the number of new apprentices moving into a job role within the Council from 65% to 80%

• Increasing opportunities for new entrants

Until 2017, apprenticeships within the Council were predominantly utilised to provide entry opportunities for young people to undertake a Business Administration level 2 framework and develop their skills for future E or F grade administration roles. This approach to recruitment was primarily reactive rather than a planned strategic approach and relied on individual service managers identifying opportunities and who are willing to take on an apprentice.For the Council to provide a greater number of opportunities, in addition to considering the use of apprentices as part of service workforce planning, a more robust approach to the use of vacancies and job carving is now in place to create apprenticeship roles. A review of the Council’s apprentice pay rates will has been undertaken to ensure the salary levels are competitive within the local labour market and also take into consideration the different apprenticeship levels.

3

4

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- Ryan


• Generic Business Support and Administration programmes

Against a background of organisational change, a range of business support apprenticeships (e.g. Business Administration, Customer Services) have and will continue to enable entry level apprentices to develop a foundation of generic skills that are relevant to a number of job roles. They provide a good foundation on which to develop more specialist or technical skills. Over the past 2 years around 80% of those commencing an apprenticeship have secured employment within the Council, which is an increase from 65% previously. If we are to continue to raise skills and meet the Government’s apprentice targets a progression pathway for our entry level apprentices is still required.Consequently, since October 2017 the majority of our apprentices on a business support apprenticeship have progressed from a level 2 to a level 3 and have been encouraged and supported to secure employment beyond their apprenticeship. In accordance with the revised Government requirements10 there must be a genuine job available during the apprenticeship. A genuine job opportunity should exist after the apprenticeship and the extended period of training and support helps to increase individual’s skills levels, assisting them to become the best candidate at interview. Those that secure employment, including those that are successful prior to the end of their apprenticeship, will continue to receive training support to complete their programme. This approach:

• Provides a more attractive opportunity that sets us apart from other employers competing for the same pool of applicants

• Is more attractive to prospective candidates seeking longer term job opportunities

• Sets expectations of a progression culture from the outset with both managers and apprentices

• Enables apprentices to develop greater depth and breadth of experience and skills to be more successful at interview

• Provides a talent pool of trained and experienced business administrators and support apprentices ready to fill vacancies

• Other specific occupational programmes

Expanding the apprenticeship programme approach to provide an entry route into other occupational areas will also help support the Council’s skills needs. The Council has a diverse range of job roles. Identifying relevant apprenticeships that can support the skills needed within specific occupational areas will be crucial in helping to maximise the levy funding and mitigate potential skill shortages. Since the start of our Apprenticeship programme two years ago, we now have over 150 apprentices succeeding with Cornwall Council in 32 different subjects, from Level 2 to Level 7 (Master’s degree) with more subjects becoming available every month.

• Increasing opportunities for existing employees

In addition to increasing promotional activity of the different types, levels and benefits of apprenticeships for new entrants, identifying opportunities to utilise relevant apprenticeship frameworks to support skills development and as part of career pathways for existing employees will help to increase the demand for apprenticeships. To assist this, we use the Local Government Association’s role mapping tool to map relevant apprenticeships to job roles undertaken. Apprenticeship opportunities are also integrated within our council wide learning and development offer for employees.Opportunities to use relevant supervisory and management apprenticeships to support aspiring and developing managers will also be identified.

10 www.gov.uk/government/uploads/system/uploads/attachment_data/file/562442/Apprenticeship_funding_rules_May_2017_to_March_2018_EMPLOYER_DOC.pdf


Develop work experience and traineeship opportunities as a pathway into apprenticeships and to ensure our workforce is more representative of the communities we serve by providing opportunities for diverse groups

6

• Disadvantaged young people

The challenges for finding work are particularly acute for young people aged 18-24 as they try to complete in the labour market against more experienced candidates. Whilst unemployment levels are relatively low in Cornwall, they are highest amongst this age group. Offering good quality apprenticeship opportunities that provide an entry and development route, and at a competitive salary, is vital if we are to attract and retain young people with the organisation. Research has shown that apprentices who start their careers with employers providing good quality programmes have a high commitment to the overall culture and aims of the business and provide a ready-made talent pool. However, unless there is a planned approach to ensure apprenticeships are aligned to areas where they are sufficient employment opportunities at the end of their training programme, the resulting churn will do little to help stimulate the growth of apprentices, secure a return on investment or improve the Council’s reputation. Consequently, identifying apprenticeship opportunities aligned to vacancies and skills needs will be crucial.In conjunction with education colleagues within the Council we will also seek opportunities to access and utilise relevant projects and funding streams to help disadvantaged young people overcome personal barriers to accessing training opportunities within the Authority.


• Long term unemployed/returners to the labour market

Providing work experience pathways to apprenticeship, along with apprenticeship opportunities, would also assist the longer term unemployed and older workers returning to the labour market. Cornwall as a region has a higher than average proportion of economically inactive residents aged over 54. Whilst apprenticeships have tended to focus on providing opportunities for younger people, developing propositions and attractive apprenticeship opportunities for older workers would ensure that the opportunities considered the wider diversity of the population within Cornwall. Consequently we will develop an ‘alternative career’ apprenticeship programme aimed at a mature entrant talent pool and continue to work with partner agencies to develop and promote relevant propositions.

• People with a disability

Similarly we will work with a range of supported employment organisations to develop work experience opportunities for people who are unemployed and who have a disability. These individuals, by virtue of their disability are one of the groups furthest from the labour market. Identifying and creating effective ways of increasing access to education skills and training will help improve the life chances for individuals and assist their ability to become economically active.

• Care Leavers

Those leaving care have been identified as a particular group who find it hard to enter and sustain the labour market. It is especially difficult for those that have not had the opportunity, or developed the ability to navigate the complexities of finding and sustaining work. Whilst apprenticeships can provide an opportunity, research evidence11 has shown without the right support mechanisms and basic employability skills in place, many care leavers find it difficult to sustain and complete an apprenticeship. Consequently developing pre-apprenticeship work experience opportunities or traineeships which help prepare them for the world of work and enable the right wrap around support services to be identified and put in place would enable greater success. To assist this we will continue to work with internal and external colleagues in direct contact with care leavers to identify how we can better engage with children in care and care leavers and raise their interest in undertaking work experience and traineeships within the Council. To assist their transition to an apprenticeship, for those that successfully complete the traineeship and wish to continue, the Council would offer a guaranteed interview for an apprenticeship.

11 Delivering a Care Leavers’ Strategy for Traineeships and Apprenticeships: Centre for Social Justice, 2016


Develop partnerships with training providers and other Local Authorities to identify existing and new apprenticeship frameworks/standards that support the Council’s occupational skills needs

7

Ensuring apprenticeships are relevant to skills needs, particularly for skill shortage areas, is essential. In addition to developing partnerships with other public sector bodies and training providers, working with Cornwall’s Executive Group and other relevant learning steering groups to help shape and drive the future provision of apprenticeships will be critical to both organisational success and in supporting Cornwall’s economy.

• Working with schools

To maximise the opportunities from the levy it is essential that Local Authority schools are aware of the Apprenticeship reforms. Local Authority schools, as part of the Council, are subject to both the levy charge and are required to ‘have regard’ to the 2.3% apprenticeship target. The Council will have the responsibility for publishing data regarding the number of apprentice starts within schools as part of the Council’s Annual Apprenticeship report required by the Government.Consequently, in addition to providing advice, information and guidance relating to the reforms we will also work with our schools to promote the benefits the changes can offer in helping to meet skills gaps and future workforce needs. This will include raising awareness of the new Apprenticeship standards in development for Teachers, Teaching Assistants and School Business Directors, as well as a range of other broader standards that could be used by the wider schools workforce in helping to create apprentice opportunities.In addition to this we will also strengthen the relationships with the wider schools population to promote apprenticeship opportunities as routes into jobs and careers within the Council.

Work with schools, and other partners to maximise the levy funds and develop the skills required for Cornwall’s economic growth

8


• Working with partners

Whilst our associated group of companies will all be eligible for payment of the apprenticeship levy as employers in their own right, we will continue to work together on joint recruitment initiatives. An Open Day to promote our apprenticeship opportunities is planned for National Apprenticeship Week in March each year and includes participants from our Group of Companies and local learning providers..The opportunity to maximise the levy funds in conjunction with other partners to develop the skills that are required for Cornwall’s economy will also be critical for the future. As a large levy paying employer with an ambitious Apprentice Strategy, we can now transfer up to 10% of our apprenticeship levy funds to other employers, helping to boost the number of high-quality apprenticeships across the county. From April 2019, this will rise to 25%.12 Identifying where best these monies are required to support Cornwall’s skills needs and influencing this via the LEP and other strategic forums will also be important moving forward. This will also include the support of the Council’s commercial services team to influence the creation of apprenticeships and traineeships opportunities within the supply chain by building in a social value element to the Council’s commissioning arrangements.

12 www.cornwall.gov.uk/jobs-and-careers/apprenticeships/apply-for-apprenticeship-levy-funds/

I am enjoying my apprenticeship very much.- Megan


Actions to support our Strategic AimsAppendix 1 provides an outline of the actions required over the short, medium and long term to support our organisational Apprentice Strategic aims.

In responding to the Government’s apprentice reforms this action plan also outlines how we as an employer have ‘regard to’ how we intend to meet the apprenticeship targets.

The action plan will be regularly reviewed and reported to the People and Workforce Board. The plan will be updated on an annual basis in line with the Council’s Strategy and any other local and national influences.

In accordance with our Public Sector Duty requirement we will also publish annually, data relating to the Council’s progress in meeting the 2.3% apprenticeship target set by the Government.

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the

Coun

cil.

Invo

lve

appr

entic

es in

the

desig

n an

d pr

omot

ion

of so

cial

med

ia c

ampa

igns

.

HR T

&D T

eam

in

conj

unct

ion

with

co

mm

unic

atio

ns te

am

and

appr

entic

es

From

Apr

il 20

17 to

M

arch

202

1In

crea

sed

appl

ican

t po

ol.

Plan

ned

Inta

keM

inim

um Ta

rget

num

bers

Year

1

1

7/18

80%

new

star

ters

8020

% e

xist

ing

empl

oyee

s20

Year

2

1

8/19

70%

new

star

ters

8530

% e

xist

ing

empl

oyee

s35

Year

3

1

9/20

60%

new

star

ters

8040

% e

xist

ing

empl

oyee

s50

Year

4

2

0/21

50%

new

star

ters

7550

% e

xist

ing

empl

oyee

s75

Tota

l50

0


Actio

nsRe

spon

sibi

lity

Tim

esca

leDe

sire

d O

utco

me

Impl

emen

t pay

rate

s tha

t are

com

petit

ive

in th

e la

bour

mar

ket t

o re

crui

t and

re

tain

app

rent

ices

to m

eet o

rgan

isat

iona

l nee

ds.

Ensu

re ra

tes a

re co

st-e

ffect

ive

and

sust

aina

ble,

esp

ecia

lly in

cons

ider

atio

n of

the

orga

nisa

tion’

s ow

n fin

anci

al p

ositi

on a

nd S

ervi

ce b

udge

ts.

HRFr

om A

pril

2017

Earn

ings

and

pr

ogre

ssio

n of

low

er

paid

staff

impr

oved

.

Adop

t a m

ore

pro-

activ

e ap

proa

ch to

iden

tifyi

ng a

ppre

ntic

eshi

p op

port

uniti

es fo

r ne

w e

ntra

nts b

y:

1. A

men

ding

the

vaca

ncy

busin

ess c

ase

prof

orm

a to

ens

ure

recr

uitin

g m

anag

ers

and

thos

e ap

prov

ing

the

requ

est t

o ad

vert

ise

cons

ider

the

use

of a

ppre

ntic

eshi

ps.

2.An

alys

ing

and

regu

larly

repo

rtin

g to

the

Peop

le a

nd W

orkf

orce

Boa

rd o

n th

e nu

mbe

r of e

ntry

leve

l rol

es th

at h

ave

been

adv

ertis

ed a

nd w

here

app

rent

ices

hips

ha

ve n

ot b

een

cons

ider

ed.

HR T

&D T

eam

Mar

ch 2

017

From

Apr

il 20

17

Pro-

appr

entic

eshi

p cu

lture

dev

elop

ed.

New

Ent

rant

s

Gene

ric B

usin

ess S

uppo

rt P

rogr

amm

e

Prov

ide

prog

ress

ion

oppo

rtun

ities

ont

o ne

xt L

evel

for a

ppre

ntic

es re

crui

ted

to g

ener

ic b

usin

ess a

dmin

istr

atio

n an

d su

ppor

t pro

gram

mes

. Coh

ort i

ntak

es

plan

ned

for t

he y

ear i

n lin

e w

ith re

crui

tmen

t tar

gets

.

Oth

er S

peci

fic O

ccup

atio

nal P

rogr

amm

es

Thro

ugh

the

use

of w

orkf

orce

pla

nnin

g id

entif

y op

port

uniti

es to

exp

and

the

use

of a

ppre

ntic

eshi

ps to

oth

er o

ccup

atio

nal a

reas

and

pro

vide

a ta

lent

pip

elin

e th

at

help

s to

supp

ort t

he C

ounc

il’s s

kills

nee

ds. C

ohor

t int

akes

pla

nned

for t

he y

ear i

n lin

e w

ith re

crui

tmen

t tar

gets

.

HR T

&D T

eam

in

conj

unct

ion

with

Se

rvic

e M

anag

ers

From

Apr

il 20

17Ap

pren

tices

re

crui

ted

in li

ne w

ith

orga

nisa

tiona

l ski

lls

need

s.

Publ

ic se

ctor

dut

y ta

rget

met

and

Lev

y fu

ndin

g m

axim

ised

.

Prog

ress

ion

cultu

re

deve

lope

d.

Exis

ting

Empl

oyee

s

Prov

ide

appr

entic

eshi

p op

port

uniti

es fo

r exi

stin

g em

ploy

ees a

ligne

d to

skill

s de

velo

pmen

t req

uire

men

ts a

cros

s the

org

anis

atio

n. R

aise

aw

aren

ess o

f ap

pren

tices

hips

as r

oute

to p

rogr

essi

on fo

r all

empl

oyee

s.

Inte

grat

e ap

pren

tices

hip

oppo

rtun

ities

with

in th

e Co

unci

l’s co

re le

arni

ng a

nd

deve

lopm

ent o

ffer f

or e

mpl

oyee

s.

HR T

&D T

eam

HRBP

s/Se

rvic

e M

anag

ers

HR L

&D te

am

From

Apr

il 20

17Ca

reer

dev

elop

men

t op

port

uniti

es

prov

ided

.

Levy

fund

ing

max

imis

ed.


Actio

n Re

spon

sibi

lity

Tim

esca

leDe

sire

d O

utco

me

Deve

lop,

impl

emen

t and

em

bed

a di

vers

e w

ork

expe

rienc

e an

d tr

aine

eshi

p pr

ogra

mm

e th

at o

ffers

opp

ortu

nitie

s to

youn

g pe

ople

, chi

ldre

n in

car

e, c

are

leav

ers,

long

term

une

mpl

oyed

and

thos

e w

ith d

isab

ilitie

s.

HR T

&D T

eam

; ERD

te

am

HRBP

s/Se

rvic

e M

anag

ers

Sep

t 201

7Ac

cess

ible

rout

es

into

tale

nt p

ipel

ine

prov

ided

.

Deve

lopm

ent o

f en

terp

rise

and

wor

k re

adin

ess s

kills

in

youn

g pe

ople

.Al

ign

plac

emen

t opp

ortu

nitie

s with

skill

s gap

s and

skill

s sho

rtag

e ar

eas a

cros

s the

or

gani

satio

n .

HR T

&D T

eam

From

Sep

t 201

7Su

ppor

ts se

rvic

e sk

ills n

eeds

.M

ap p

lace

men

ts w

ith a

ppre

ntic

eshi

p op

port

uniti

es a

nd p

rom

ote

oppo

rtun

ities

as

path

way

into

em

ploy

men

t with

the

Coun

cil.

HR T

&D T

eam

From

Sep

t 201

7Gr

ow a

nd d

evel

op

futu

re w

orkf

orce

and

sk

ills.

Part

ner w

ith a

lear

ning

pro

vide

r to

desig

n tr

aine

eshi

ps to

mee

t bus

ines

s nee

ds.

HR T

&D T

eam

Sep

t 201

7Su

ppor

ts se

rvic

e sk

ills n

eeds

.Im

prov

e th

e pr

omot

ion

and

attr

actio

n of

app

rent

ices

hips

as c

aree

r cho

ices

fo

r you

ng p

eopl

e an

d di

sadv

anta

ged

grou

ps (c

are

leav

ers,

dis

abili

ty, l

ong

term

un

empl

oyed

).

Max

imis

e th

e us

e of

the

Appr

entic

e Am

bass

ador

Net

wor

k gr

oup

to h

elp

prom

ote

appr

entic

eshi

p op

port

uniti

es.

HR T

&D T

eam

; ERD

te

amSe

pt 2

017

to M

arch

202

1Va

lue

of

appr

entic

eshi

ps is

pr

omot

ed.

Appr

entic

eshi

ps a

re

acce

ssib

le to

the

wid

est d

emog

raph

ic.

6. D

evel

op w

ork

expe

rienc

e an

d tr

aine

eshi

p op

port

uniti

es a

s a

path

way

into

app

rent

ices

hips

and

to e

nsur

e ou

r wor

kfor

ce is

m

ore

repr

esen

tativ

e of

the

com

mun

ities

we

serv

e by

pro

vidi

ng

oppo

rtun

ities

for d

iver

se g

roup

s

Corn

wal

l Co

unci

l Str

ateg

ic C

ore

Them

e:•

Peop

le, P

lace

and

Pro

sper

ityCo

unci

l Bus

ines

s Pla

n Am

bitio

ns:

• Re

duci

ng le

vels

of u

nem

ploy

men

t•

Incr

easin

g th

e %

of c

are

leav

ers i

nto

trai

ning

/em

ploy

men

t•

Redu

cing

leve

ls o

f une

mpl

oym

ent:

Raisi

ng

Skill

s and

Asp

iratio

ns


Actio

n Re

spon

sibi

lity

Tim

esca

leDe

sire

d O

utco

me

Revi

ew e

xist

ing

stan

dard

s tha

t are

fit f

or p

urpo

se a

nd d

evel

op fl

exib

le, t

ailo

red

deliv

ery

mod

els t

o m

eet o

rgan

isat

iona

l req

uire

men

ts a

nd d

eman

ds.

Wor

k w

ith p

rovi

ders

to id

entif

y an

d de

velo

p ne

w tr

aini

ng ro

utes

ava

ilabl

e th

roug

h th

e ne

w a

ppre

ntic

eshi

p fu

ndin

g.

Iden

tify

prio

rity

area

s for

dev

elop

men

t bas

ed o

n sk

ills n

eeds

and

gap

s.

HR T

&D T

eam

From

Apr

il 20

17Fu

ture

skill

s re

quire

men

ts

are

built

into

the

deliv

ery

cont

ent o

f ap

pren

tices

hips

.

Supp

ort r

elev

ant e

xecu

tive

and

lear

ning

stee

ring

grou

ps to

hel

p sh

ape

and

driv

e pu

blic

sect

or p

rovi

sion

of a

ppre

ntic

eshi

ps in

Cor

nwal

l.

Cont

ribut

e to

the

iden

tific

atio

n of

com

mon

core

skill

s nee

ds a

cros

s the

pub

lic

sect

ors i

n Co

rnw

all.

Revi

ew e

xist

ing

appr

entic

eshi

p st

anda

rds a

nd id

entif

y th

ose

that

mee

t our

join

t re

quire

men

ts; j

oin

up to

leve

rage

bes

t pro

visi

on fr

om le

arni

ng p

rovi

ders

.

HR T

&D T

eam

in

conj

unct

ion

with

in

tern

al &

ext

erna

l pa

rtne

rs

From

Apr

il 20

17Fu

ture

skill

s re

quire

men

ts

built

into

the

deliv

ery

cont

ent o

f ap

pren

tices

hips

.

Supp

ly o

f ski

lls

mee

ts th

e ne

eds o

f em

ploy

ers.

Actio

n Re

spon

sibi

lity

Tim

esca

leDe

sire

d O

utco

me

Prov

ide

addi

tiona

l sup

port

and

dev

elop

men

t opp

ortu

nitie

s to

incr

ease

rete

ntio

n ra

tes a

nd p

rovi

de su

stai

nabl

e jo

bs fo

r you

ng p

eopl

e an

d ca

re le

aver

s.HR

T&D

Tea

mSe

pt 2

017

to M

arch

20

21Pr

ovid

e ad

ditio

nal s

uppo

rt fo

r you

ng p

eopl

e (a

ged

16-1

8) a

nd c

are

leav

ers a

ged

19-2

4 in

line

with

Gov

ernm

ent f

undi

ng cr

iteria

. HR

T&D

Tea

mFr

om A

pril

2017

Deve

lop

an ‘a

ltern

ativ

e ca

reer

’ app

rent

ices

hip

prog

ram

me

aim

ed a

t a m

atur

e en

tran

t tal

ent p

ool t

hat t

akes

into

acc

ount

the

olde

r pop

ulat

ion

dem

ogra

phic

s w

ithin

Cor

nwal

l.

HR T

&D T

eam

Sept

201

7

7. D

evel

op p

artn

ersh

ips w

ith T

rain

ing

Prov

ider

s and

oth

er

loca

l Aut

horit

ies t

o id

entif

y ex

istin

g an

d ne

w a

ppre

ntic

eshi

p fr

amew

orks

/sta

ndar

ds th

at su

ppor

t the

Cou

ncil’

s occ

upat

iona

l sk

ills n

eeds

Corn

wal

l Co

unci

l Str

ateg

ic C

ore

Them

e:•

Peop

le, P

lace

and

Pro

sper

ityCo

unci

l Bus

ines

s Pla

n Am

bitio

ns:

• Ra

ising

Ski

lls a

nd A

spira

tions

; alig

ning

loca

l re

sour

ces a

nd o

ppor

tuni

ties.


8. W

ork

with

loca

l aut

horit

y m

aint

aine

d sc

hool

s to

max

imis

e th

e le

vy fu

nds a

nd d

evel

op th

e sk

ills r

equi

red

for C

ornw

all’s

ec

onom

ic g

row

th

Corn

wal

l Co

unci

l Str

ateg

ic C

ore

Them

e:•

Peop

le, P

lace

and

Pro

sper

ityCo

unci

l Bus

ines

s Pla

n Am

bitio

ns:

• Ra

ising

Ski

lls a

nd A

spira

tions

Actio

n Re

spon

sibi

lity

Tim

esca

leDe

sire

d O

utco

me

Ensu

re lo

cal a

utho

rity

mai

ntai

ned

scho

ols a

re a

war

e of

the

appr

entic

eshi

p re

form

s an

d le

vy a

rran

gem

ents

.

Wor

k w

ith sc

hool

s to

utili

se le

vy fu

nds

to m

eet s

kills

gap

s and

pla

n fu

ture

w

orkf

orce

nee

ds.

Prov

ide

advi

ce, i

nfor

mat

ion

and

guid

ance

abo

ut:

- rec

ruiti

ng a

ppre

ntic

es, i

nclu

ding

T&C

s

- rep

ortin

g ar

rang

emen

ts

- acc

essin

g th

e di

gita

l acc

ount

- man

agin

g pa

ymen

ts to

trai

ning

pro

vide

rs.

inte

rnal

colle

ague

s in

clud

ing

payr

oll,

finan

ce,

From

Apr

il 20

17Ap

pren

tices

are

re

crui

ted

in li

ne w

ith

orga

nisa

tiona

l ski

lls

need

s.

Publ

ic se

ctor

du

ty ta

rget

of

2.3%

wor

kfor

ce

appr

entic

eshi

ps is

m

et.

Supp

ort c

olle

ague

s to

prom

ote

bene

fits o

f app

rent

ices

hips

as e

mpl

oyee

s and

as

care

er ro

utes

.HR

T&D

Tea

m in

co

njun

ctio

n w

ith

educ

atio

n &

early

yea

rs

From

Apr

il 20

17Va

lue

of

appr

entic

eshi

ps a

nd

voca

tiona

l rou

te

way

s is p

rom

oted

.St

reng

then

the

rela

tions

hips

with

the

wid

er sc

hool

s pop

ulat

ion

to p

rom

ote

appr

entic

eshi

p op

port

uniti

es a

s rou

tes i

nto

jobs

and

car

eers

with

in th

e Co

unci

l.

HR T

&D T

eam

in

conj

unct

ion

with

ed

ucat

ion

& ea

rly y

ears

From

Apr

il 20

17Pu

blic

sect

or

duty

targ

et o

f 2.

3% w

orkf

orce

ap

pren

tices

hips

is

met

.



My personal performance at work

has progressed massively, I am more confident in my role which has enabled me to do things that I didn’t see myself doing when I first began in my role.- Lauren E

Contact usFor advice and guidance please call us on:

01872 324600

Or email us at:[email protected]

If you would like this information in another format or language please contact:Cornwall Council, County Hall, Treyew Road, Truro, TR1 3AY

e: [email protected]: 0300 1234 100

02/19 JN45091

Apprenticeship strategy - Cornwall Council€¦ · Identifying apprenticeship opportunities as part...

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