Agenda Item No: 6

PERSONNEL COMMITTEE

4 SEPTEMBER 2012

HEAD OF ORGANISATIONAL AND WORKFORCE DEVELOPMENT

Subject: Apprenticeships at County Council

Recommendations: To update Personnel Committee on the County Council’s approach to Apprenticeships.

1. Purpose of Report To seek support for implementing Apprenticships Development Programmes as Council employment opportunities for young people at a time of record youth unemployment.

2. Relevant Priority Outcomes

The content of this report supports the delivery of the following corporate outcomes:

Perspective Outcome Customers & Community - to Ambitious Young People achieve our vision, what will our customers see? Process - to satisfy our customers, what processes must we excel at? Learning and Growth - to Smarter Council achieve our vision what must Innovative, empowered and accountable staff we learn, develop and improve? Finance – to finance our Maximised income and new funding mechanisms vision, what must we do efficiently, effectively and economically?

3. Background

The County, in line with the UK, is experiencing high levels of youth unemployment. The figures for 16-24 year olds have returned to their peak levels although the gap to national and regional averages has closed. The figures are compounded by an increase in the number of young people who are 6 months+ unemployed. The sustained nature of the problem reflects the slow pace of economic recovery.

Table 1. Youth Unemployment JSA Claimants 18-24 March March March March March

2008 2009 2010 2011 2012* 2,360 5,155 4,890 4,280 4,800 Northants 4.2% 9.1% 8.6% 7.6% 8.5% East 4.1% 7.7% 8.0% 7.1% 8.3% Midlands Great Britain 4.4% 7.8% 7.9% 7.2% 8.3%

Northants vs -0.3% +1.3% +0.7% +0.4% +0.2% GB

*Note: April 2012 saw a small fall with 4,580 young people in Northants aged 18-24 and a rate of 8.1%

This has a high profile through the County leadership group and the Council has been a leading partner to start tackling the issues. This has been executed by promoting a range of activities through the education and training group of the County Chief Executives working closely with Northamptonshire Enterprise Partnership (NEP), Connexions, Job Centre Plus, FE Colleges and others. These include: Apprenticeship and Employment fairs in every district “Challenge 2016” 2,016 new employment opportunities by 2016 Connexions with its employer service and expanded NEET team Apprenticeships built into NCC procurement Investment in new training facilities: FE campuses, skills centres, UTCs Skills portal for employers (in development between NCC and NEP) Piloting employability projects in secondary schools Job brokerage service through NEP – building on model in South Northants

The County has seen an expansion of Apprenticeships for young people during 2011/12. It supports our post-16 statutory duties to secure suitable education places. Strengthening the work-based learning routes is essential to raising participation levels. In particular, our NEET 16-18 position has held steady (currently 5.5% and below national averages) with ages 16-18 Apprenticeships growth helping to compensate for a fall in school sixth formers in rural areas.

Table 2. Apprenticeships 16-24 year olds at 6 months point Starts % Change 2009/10 to 2009/10 2010/11 2011/12 10/11 to 11/12 10/11 Northants 1,564 1,681 2,067 7.5% 23.0% East 10,788 12,131 13,928 12.4% 14.8% Midlands England 118,933 139,984 156,119 17.7% 11.5%

However, whilst the growth in Apprenticeship opportunities for young people is welcome news, it has been based on opportunities generated almost entirely outside the Council. Most recently LGSS OWD colleagues, including a young apprentice in Business/Admin, attended local employment and training fairs aimed at young people across the County.

Some key findings from the events showed that:-

There was genuine interest in the Council with specific enquiries about sport and recreation, administration, country parks, finance, early years and working with children and young people. Not one young person asked about money. The overwhelming interest was in getting some experience of work and an opportunity to develop. Despite the interest there was quite a low level of awareness, including parents, about the range of work the Council is involved with. Connexions and training providers who organise Apprenticeships are keen to work with the Council to promote future options directly to young people. In response to these findings and other evidence the following actions are in place:-

i. Mentoring support for young people in schools This is being developed in partnership with local schools to provide additional support, tied into a wider strategy for raising participation as well as promoting options and reducing NEET. ii. Marketing and promotion of Apprenticeships and choices for young people Building upon the work of our Council post-16 scrutiny group has led to initial plans for a County campaign to promote opportunities and supporting tools via social media, on- line resources, a Young people's "App" for downloads etc. iii. Internal development of Council Apprenticeships Ideas presented earlier in the Summer to our corporate management team covered an internal recruitment target, consulting on a new Apprenticeships training wage, focusing on key sectors, and support for looked after children. The group is being chaired by Alex Hopkins, as Director of Customers, Communities and Learning.

4. Current Position – Internal Development of Council Apprenticeships

LGGS HR and OWD agreed guidance for recruiting managers and an Apprenticeship Toolkit has been available in the HR handbook for approximately 2 years. A small number of Apprenticeship vacancies have been recruited to during this period - Sports, Adult Learning and OWD - but the number of Apprenticeship vacancies remains low.

LGSS OWD has been proactive in developing Apprenticeship development programmes and commenced pilots with learners in Adults and Children’s Directorate in Oct 2011. A further cohort commenced in May 2012. These learners are predominantly already employed and up skilling their skills set through an Apprenticeship pathway.

Quality assurance is provided through a service level agreement with Telford College, who were appointed following a procurement process in July 2011.

Total number of current learners: 19 (of which 21% are aged 19 – 24)

Table 3. Apprenticeship Development Programme Learners at NCC

Adult & Gra Childr LG Olym Oth P nd 16- 19- 24 Apprenticeship Route/Cohort en's SS pus er VI Tot 19 24 + Servic al es Intermediate - Health & Social 4 4 1 3 Care Adults (Pilot) Intermediate - Team Leading 3 1 4 4 (Pilot) Intermediate - Business & 1 1 1 Admin - Cohort 1 Intermediate - Health & Social 5 5 2 3 Care - Cohort 1 Intermediate - Team Leading - 1 1 2 2 Cohort 1 Advanced - CYP Workforce 3 3 3 Early Years - Cohort 1 Grand Total** 4 1 10 3 1 19 4 15 **Data to 20th August 2012

Apprenticeship Development Programme elements A knowledge qualification (Technical certificate or Vocational Related Qualification (VRQ)) A competence qualification (National Vocational Qualification (NVQ)) Qualifications in Key skills/Functional skills in literacy, numeracy and information communication technology Understanding Employee Rights and Responsibilities Personal Learning and Thinking Styles

How Apprenticeship Development Programmes are delivered 1:1 working with a qualified Assessor at workplace Group Workshops to develop and assess knowledge and transferable skills at workplace or in the Learning and Development centre Training on and off the job by qualified Assessors and Facilitators/Tutors Recognition for prior learning from relevant courses/development already attended Access to online learning Apprenticeships are completed using an online electronic portfolio

5. Apprenticeship Development Programmes currently available at NCC

Apprenticeship Development Programme Intermediate Advanced

(level 2) (level 3)

(GCSE equiv) (A Level equiv)

Health and Social Care Available Available Children and Young People's Workforce - Social Care Available Pathway Children and Young People's Workforce - Early Years Available Pathway Business and Administration Available Available Customer Service Available Available Team Leading Available First Line Management Available Supporting Teaching and Learning in Schools Available Available

This is responsive to customer needs within “more traditional” business settings. However there is huge potential with the availability over 200 Apprenticeship frameworks to tap into once the strategic direction for the internal recruitment target is established (See 1ii above).

6. Work in progress (HR working paper)

Given the context of the need to give clarity/guidance to managers on the recruitment and selection of apprentices and in line with Corporate objectives and responsibilities to grow and develop apprenticeship opportunities, LGSS HR are researching and preparing a paper to address the issues that are proving a challenge to growth and development i.e. employment costs/terms and conditions/apprenticeship contracts. This will enable a strategy to be developed to target and sustain growth within the County Council for internal apprenticeship recruits.

Alongside this LGSS OWD is in a strong position as the strategic lead to deliver outcomes once a strategy has been approved, and building upon the model of success already undertaken in Cambridgeshire. The work of LGSS OWD thus far has been recognised by the National Apprenticeship Service, quote “commended for playing a leading part in putting Apprenticeships at the heart of what we do, whilst encouraging ambition and enterprise" (NAS Area Panel 2012).

This approach will strengthen our direction of travel to enable the recruitment and growth of Apprentices internally within the County Council and to meet key statutory responsibilities and obligations that is cross-cutting in design to support and sustain our educational, HR and business, economic development and inclusion (e.g. Looked after Children) priorities.

7. Consultation

A draft Apprentice Policy statement has been developed and the trade unions will be consulted with on 6th September at CCNF Policy Sub Group. This policy statement replaces the existing document ‘Apprentices – a Recruiting Manager’s Toolkit’. This document: Clarifies the rate of pay as the national Apprentice rate of £2.60 per hour for under 19s, or Apprentices over 19 but in their first year of an Apprenticeship. Thereafter an Apprentice will be paid the national minimum wage of £4.98 if 18-20, or £6.08 if 21 or over. Clarifies key responsibilities of the OWD Team, the manager, the Approved Training Provider, and the Apprentice. Addresses what managers should consider before taking on an Apprentice (identifying a relevant Apprentice Framework, understanding their responsibilities towards the Apprentice, and the special employment status of Apprentices). Clarifies that standard NCC terms and conditions for Local Government employees will be applied. Clarifies that the manager is expected to comply with the Managing the Establishment Policy and the Recruitment and Selection Policy. Sets out provisions regarding early termination if the manager’s view is that the Apprentice is highly unlikely to successfully complete the Apprenticeship. Explains limited term contracts, and that future employment is not guaranteed, yet makes provision for a manager to have the option to ring fence recruitment at the end of a successful Apprenticeship , where the Apprentice has been working in an established post and has been able to demonstrate that they meet the person specification for the full role.

To supplement this policy statement, a written statement, and accompanying Appendix, sets out the terms and conditions specifically applicable to Apprentices.

Author: Name: Sue Cooper Team: OWD Contact details: Tel: 01604 362936 Email: [email protected] Background Papers: Does the report propose a key decision is YES/NO taken? If yes, is the decision in the Forward YES/NO Plan? Will further decisions be required? If so, please outline the timetable here Is this report proposing an amendment to YES/NO the budget and/or policy framework? Have the financial implications been YES/NO cleared by the Strategic Finance Name of SFM: Manager (SFM)?

Have any capital spend implications been YES/NO cleared by the Capital Investment Board (CIB) Has the report been cleared by the YES/NO relevant Corporate Director or ACE? Name of Director: Has the relevant Cabinet Member been YES/NO consulted? Cabinet Member: Has the relevant scrutiny committee been YES/NO consulted? Scrutiny Committee: Has the report been cleared by Legal YES/NO Services? Name of solicitor: Solicitor’s comments: Have any communications issues been YES/NO cleared by Communications and Name of officer: Marketing? Have any property issues been cleared YES/NO by Property and Asset Management? Name of officer: Has an Equalities Impact Assessment Will be undertaken following consultation with been carried out in relation to this report? TUs Are there any community safety NO implications?

Are there any environmental implications: NO

Are there any Health & Safety Implications: YES/NO (please delete as appropriate)

Are there any Human Resources YES/NO (please delete as appropriate) Implications: In report. Are there any human rights implications: YES/NO (please delete as appropriate)

Constituency Interest: NO