1. Apprenticeships - A Skills & Training Framework
Sue Wright
Business Development Manager
WAMITAB

2. In tough economic times......
Did you know that 66% of employers see increasing productivity and performance as their main priority in the next three years?
Source: BIS Employer Review 2010
One stark statement from the CBI Education & Skills Survey This applies to the public as well as the private sector.

3. The Apprenticeship Framework
An Apprenticeship is a Skills & Training Framework made up of a number of elements.
WAMITAB prefer the title Skills & Training Framework as the core clients would normally be working adults.

4. The Apprenticeship Framework
Apprenticeships elements for England:-
Vocational Competence
Underpinning Knowledge (Technical Certificate)
Employment Rights & Responsibilities
Personal Learning & Thinking Skills
Key Skills in Communication & Application of Number or
Functional Skills in English & Mathematics

5. Sustainable Resource Management at level 2 – typical job roles
Manual/Mechanical Street Cleanser
Transfer station Technician
Compost Technician (Biological Treatment)
Materials Recycling Facility Technician (Picker/Sorter)
Household Waste recycling Centre Technician
Recycling Technician (Driver/Loader)
Refuse Technician (Driver/Loader
Environmental Technician (including Weighbridge and other activities)
As you can see this framework encompasses an extensive range of job roles within the waste, resource and cleansing sectors.

6. Sustainable Resource Management at level 3 – typical job roles
Sustainability Officer
Refuse Collection Supervisor (Team Leader)
Recycling Collection Supervisor (Team Leader)
Treatment (Physical/Chemical or Thermal) Supervisor
Materials Recycling Facility/Household Waste Recycling Centre Supervisor
Transfer Station Supervisor
Biological Treatment (In-Vessel Composting/Open Windrow/Anaerobic Digestion) Supervisor
Landfill Supervisor
According to their strategy document, Skills for Sustainable Growth, the coalition government consider technician level 3 to be the level to which both employees and employers aspire.

7. Apprenticeship Programmes
Cleaning & Environmental Services
2 pathways
Level 2 only
Cleansing Services (External & Internal)
Local Environmental Services (includes Amenity Horticulture)

8. Cleansing & Environmental Services – typical job roles
Caretakers
Streets Cleansers
Estate Workers
Neighbourhood Services Operative
Local Amenity Operative

9. Apprenticeship Programmes
Facilities Management
Level 3 Programme for Caretakers, Centre Managers and Facilities Managers

10. Who is the Apprenticeship for?
The Apprenticeship Framework is designed to deliver skills training to anyone in work
Existing employees who do not have vocational qualifications
Young People who are new to the Resource Management/Cleansing/Facilities Management Industries.

11. The Benefits of Apprenticeships
Ten reasons for employers to get involved with Apprenticeships:-
Practical and functional
A positive return on investment
Increased competitiveness
Increased productivity
Reduced costs
More potential for career progression
Widening training participation
Enhanced reputation
Higher employee satisfaction
Widening the talent pool and increasing your appeal in diverse markets
Practical and functional. The Apprenticeship/Training framework is more practical and job-related than other forms of learning;
A positive return on investment. Benefits include higher productivity, quality of work, staff retention and employee satisfaction. BT for example has calculated an annual net profit of more than £1,300 per apprentice when compared to non-apprentice recruitment for the same positions;
Increased competitiveness. In the National Employer Statistical Survey (NESS) of January 2009 almost half of the employers reporting “skills shortage vacancies” said they are losing business to competitors as a result of a lack of skilled workers. An Apprenticeship/training framework allows the business to secure a supply of people with the skills and qualities that the business requires and which are often not available on the external job market;
Increased productivity. Both small and large employers, in the public and private sector report that there is a strong link between adding value through training and higher productivity. Major construction companies report that apprentices/trained staff generate a 7.5% higher rate of productivity than non-apprentices or untrained staff;
Reduced costs. Usually businesses find costs are reduced by improved productivity, full or partial government funding, less waste and fewer costs related to sick pay. Lower wages also reduce payroll costs; this is accepted by all who take part in the apprenticeship framework as an investment in the future; considering that the high quality training results in a nationally recognised qualification at the end of the programme. Lower attrition rates lead to lower costs for recruitment and training;
More potential for career progression. Apprenticeship training usually provides the foundation for management roles and career progression. Apprentices can bring new ideas and innovation to the business;
Widening training participation. Apprenticeship training increases interest in training amongst other employees;
Enhanced reputation. A good Apprenticeship scheme can be reflected in an enhanced reputation for the business both within the industry and in the local community.
Higher employee satisfaction. Apprentices are highly motivated people who are keen to learn and have the potential to become ‘managers of the future’. They usually work harder and more effectively for your business than non-apprentices. It also contributes to a pool of skilled and certificated employees for the sector from which a company might recruit in the future and demonstrates a company's commitment to the employee;
Widening the talent pool and increasing your appeal in diverse markets. Apprenticeships offer young women and people from ethnic minorities an attractive additional entry route to training, which allows businesses to widen the talent pool. This could also reduce skill shortages in certain sectors, e.g. only 1% of plumbing apprentices is female. It could also lead to a diverse management profile and provide employees with role models for career progression. They in turn would help increase your appeal in, and understanding of, diverse market segments.

12. Funding
The Skills Funding Agency will fully subsidise the complete Apprenticeship/Training framework for any person aged (18 years and 364 days on sign-up)
Some year olds may also be eligible for a fully subsidised programme, subject to conditions
Other employees who are 19+, will be part funded with a contribution to the training costs from their employer
Practical and functional. The Apprenticeship/Training framework is more practical and job-related than other forms of learning;
A positive return on investment. Benefits include higher productivity, quality of work, staff retention and employee satisfaction. BT for example has calculated an annual net profit of more than £1,300 per apprentice when compared to non-apprentice recruitment for the same positions;
Increased competitiveness. In the National Employer Statistical Survey (NESS) of January 2009 almost half of the employers reporting “skills shortage vacancies” said they are losing business to competitors as a result of a lack of skilled workers. An Apprenticeship/training framework allows the business to secure a supply of people with the skills and qualities that the business requires and which are often not available on the external job market;
Increased productivity. Both small and large employers, in the public and private sector report that there is a strong link between adding value through training and higher productivity. Major construction companies report that apprentices/trained staff generate a 7.5% higher rate of productivity than non-apprentices or untrained staff;
Reduced costs. Usually businesses find costs are reduced by improved productivity, full or partial government funding, less waste and fewer costs related to sick pay. Lower wages also reduce payroll costs; this is accepted by all who take part in the apprenticeship framework as an investment in the future; considering that the high quality training results in a nationally recognised qualification at the end of the programme. Lower attrition rates lead to lower costs for recruitment and training;
More potential for career progression. Apprenticeship training usually provides the foundation for management roles and career progression. Apprentices can bring new ideas and innovation to the business;
Widening training participation. Apprenticeship training increases interest in training amongst other employees;
Enhanced reputation. A good Apprenticeship scheme can be reflected in an enhanced reputation for the business both within the industry and in the local community.
Higher employee satisfaction. Apprentices are highly motivated people who are keen to learn and have the potential to become ‘managers of the future’. They usually work harder and more effectively for your business than non-apprentices. It also contributes to a pool of skilled and certificated employees for the sector from which a company might recruit in the future and demonstrates a company's commitment to the employee;
Widening the talent pool and increasing your appeal in diverse markets. Apprenticeships offer young women and people from ethnic minorities an attractive additional entry route to training, which allows businesses to widen the talent pool. This could also reduce skill shortages in certain sectors, e.g. only 1% of plumbing apprentices is female. It could also lead to a diverse management profile and provide employees with role models for career progression. They in turn would help increase your appeal in, and understanding of, diverse market segments.

13. In tough economic times.........
Research shows that updating the skills of staff or retraining them in new areas improves an organisation's productivity, profitability and ability to adapt to change.  In fact, organisations that don't train their staff are two and a half times more likely to go out of business than those that invest in training.
Source: UK commission for Employment & Skills – Ambition 2010.
Training should be viewed as a benefit not a cost. With a leaner budgeting round and further cuts to Local Authorities funding in the future, investment in training which can improve productivity should be a priority.

14. Help when you need it
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