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
Apprenticeship strategy | 5
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.
6 | Apprenticeship strategy
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
Apprenticeship strategy | 7
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
8 | Apprenticeship strategy
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
Apprenticeship strategy | 9
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
5
- Ryan
10 | Apprenticeship strategy
• 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
Apprenticeship strategy | 11
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.
12 | Apprenticeship strategy
• 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
Apprenticeship strategy | 13
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
14 | Apprenticeship strategy
• 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
Apprenticeship strategy | 15
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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16 | Apprenticeship strategy
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edia
and
dig
ital p
latfo
rms t
o pr
omot
e ap
pren
tices
hip
oppo
rtun
ities
and
as a
ro
ute
to jo
bs a
nd c
aree
rs w
ithin
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
Apprenticeship strategy | 17
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.
18 | Apprenticeship strategy
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
Apprenticeship strategy | 19
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.
20 | Apprenticeship strategy
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
.
Apprenticeship strategy | 21
22 | Apprenticeship strategy
Apprenticeship strategy | 23
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