1. EXECUTIVE EDUCATION SYMPOSIUM
The Role of Executive Education in the Level 7 Master’s Degree Apprenticeship in Management
@CharteredABS

2. Welcome to Nottingham Business School
Professor Baback Yazdani, Dean

3. WELCOME AND INTRODUCTION
Dr Deborah Lock, Deputy Head of College, Lincoln Business School (Workshop Chair and Facilitator)
Dr Andrew White, Associate Dean for Executive Education and Corporate Relations, Saïd Business School, University of Oxford and Chair, Chartered ABS Executive Education Committee
@CharteredABS

4. Petra Wilton, Director of Strategy and External Affairs, CMI
An overview of the Level 7 Master’s Degree in Management, the funding procedures and infrastructure needed for implementation
Petra Wilton, Director of Strategy and External Affairs, CMI

5. DeVELOPING MASTER’S DEGREE APPRENTICESHIPS
Petra Wilton, Director of Strategy, CMI
25 October 2017

6. CREATING NEW PATHWAYS. OVERVIEW CMI An age of apprenticeships The Levy
Becoming a provider
End Point Assessment
A sustainable model?
CREATING NEW PATHWAYS.

7. CMI At A Glance Our Vision: Better led and managed organisations
Our Mission:
Increase the number and standard of professionally qualified managers and leaders
Unique CMgr Standard
155k members; 39k students
500 education providers
90 universities
International reach
IIP Gold
CMI At A Glance

8. Poor management and leadership: No. 1 cause of uk productivity gap
UK 18% below G7 competitors
Costs UK £84bn/year
(IIP)
£19bn alone in absence
(CMI)

9. Britain: a nation of “accidental” managers
Only 1 in 5 trained
71% of organisations don’t train well or at all!
43% of managers rated as ineffective or highly ineffective
2m managers needed by 2024 (UKCES)

10. Eliminating accidental managers
90% of managers say a
qualification improved their performance
81% pass knowledge on
79% improve team performance
Eliminating accidental managers
... And the Trailblazer Degree Apprenticeship creates new routes into management
CMDA - > True profession

12. Changing perceptions about apprenticeships
All about the occupation/role
Encouraging young people into a career
Mid-career development opportunities
No age restrictions
Link to professional bodies/registration

13. The funding changes New Apprenticeship Levy from 6 April 2017
Charged where payroll is £3m or above
0.5% of employers’ total PAYE
£15,000 allowance
10% top-up available
New funding system from May 2017
The Apprenticeship Service
Register of Apprenticeship Training Organisations
Register of Apprenticeship Assessment Organisations
Institute for Apprenticeships

14. How the funding system works
Government
Training Provider
Paid by ESFA and balance by employer
HMRC collect levy (PAYE)
Employs apprentice and commits to training
Provides training to apprentice
Timely data on training
Employer views funds in digital account to spend in England
Check training is complete
If funding unlocked: pay provider
Registers with ESFA
Employer and Provider Identity Assurance
Pass data on levy payments from HMRC to DfE
Unused funds expire after 24 months
Receives training for apprentice
Payments to providers taken from digital account
Commits to provide apprenticeship training
10% Top up
Levy paying employer
Employs apprentice and commits to training
Receives training for apprentice
Employer pays for proportion of cost direct to training provider
ESFA pays govt proportion of costs to the training provider
Non-levIED employer
Provides info via ILR to ESFA that training has taken place & that employer has made contribution

15. What can funds be used for?
Digital funds and government funding can be used for:
Digital funds and government funding can not be used for
apprenticeship training and assessment
against an approved framework or standard
with an approved training provider and assessment organisation
up to the funding band maximum for that apprenticeship
wages
travel and subsistence costs
managerial costs
traineeships
work placement programmes
the costs of setting up an apprenticeship programme

16. Degree Apprenticeship
Chartered Manager
Degree Apprenticeship
Team Leader /
Supervisor
Operations /
Departmental Manager

17. CMI’s apprenticeship approach
Working with employers on developing standards
Raising awareness across 130k membership
Events, marketing, communications, PR
Employer Engagement
HE Partners
Employer Centres
Education Partners
Providers
Mapping
Embedded qualifications (Diploma L3 & L5)
Membership resources and networks
Management Direct
On-Programme Support
Deliver EPA – on Register of Apprenticeship Assessment Organisations
Awarding Body/Compliance – oversees Quality Assurance
Embedded Chartered Manager Assessment
End Point Assessment
Employer Steering Group formed
Employers outline interest
Gain permission from BIS to proceed
Agree priorities and document Standard
Outlines skills, knowledge and behaviours required
Gain BIS approval of Standard
Write Assessment Plan and costings
Define criteria for End Point Assessment
BIS approves, allocates funding, publishes
Standard ready to deliver
Launch of standard

18. Apprenticeship progression pathways
CMI Mission:
Increase the number and standard of professional managers
Trailblazer Agenda:
Focus on professionalisation
Encourages progression through levels including to degree and masters level
Team Leader (L3)
Operations Manager (L5)
Chartered Manager Degree Apprenticeship
Senior Leader Masters Degree Apprenticeship
Trailblazer progression
Student
Associate
Member/Fellow
Chartered Member/Fellow
CMI progression

19. Making the case for the masters
Bad management by company directors causes 56% of corporate failures
(Insolvency Service)
93% of 769 employers supported key components: Master’s degree, apprenticeship and Chartered status

20. Ambition 2020 – ukces report
Senior leaders are:
“the key to successful business strategy and competitive positioning. Organisational success depends on their vision, capability and effectiveness.
Yet the UK has, compared to other countries, a relatively long tail of senior managers who are not well qualified … there is also little value to an organisation in having a skilled workforce if those skills are not well utilised.”

21. employers
and more…
#MgtApprenticeship

22. Business schools/providers
#MgtApprenticeship

23. Senior leader master’s Degree Apprenticeship
Business Management Masters Degree
and opportunity for professional recognition as
Chartered Manager /Fellow (dependant on experience)
ORGANISATIONAL PERFORMANCE
Strategy
Innovation & Change
Enterprise & Risk
Finance
INTERPERSONAL EXCELLENCE
Engaging Employees
Leading & Developing People
Developing Collaborative Relationships
PERSONAL & INTERPERSONAL EFFECTIVENESS
Leads by Example
Judgement & Challenge
Courage & Curiosity
Valuing Difference
Professional

24. Becoming a provider

25. Process flow Register on RoATP
Develop overarching apprenticeship programme
Design degree
Map degree to standard & qualification
Consider End Point Assessment Provider

26. Register of Apprenticeship Training providers
To be eligible to deliver apprenticeship training for apprenticeships, organisations must be listed on the register of apprenticeship training providers (RoATP).
The application process with the ESFA considers
due diligence
capability
quality
financial health
RoATP is now open for applications and closes at 5pm on Friday, 3 November 2017.

27. Support available
Slides and webcast on Applying to the RoATP:
Future events:
2 Nov Apprenticeship Assessment & Review webcast
21 Nov UVAC National Conference
28 Nov Apprenticeship Sub-contracting webcast
7 Dec Apprenticeship Evidence Pack & Audit webcast

28. Apprenticeships & End Point Assessment

29. End Point Assessment New to Standards Grading of each element
Independent Assessment of Knowledge, Skills and Behaviours
EPA delivered by End Point Assessment Organisations (EPAOs)

30. L&M End Point assessments
Standard
End Point Assessment components
Chartered Manager Degree Apprenticeship (L6)
Review of Portfolio of Evidence
Review of Work Based Project
Presentation and Interview
Senior Leader Master’s Degree Apprenticeship (L7)
Project showcase, based on work-based project, including report, presentation and questioning
Professional discussion, based on review of portfolio

31. Why CMI?
Chartered Manager status embedded into Level 5, CMDA and SLMDA at EPA stage
CMI qualifications mapped to Standards
Management Direct
Apprenticeship and EPA Toolkit

32. Support for EPA
the apprentice should be thoroughly tested against the criteria in the standard before they complete their apprenticeship.
To ensure that the testing is fair and rigorous, it must be done by an independent third party that has not been involved in the employment or training of the apprentice

34. Employer perspectives

35. THE Business benefits Access to a broader talent pool
Developing professional managers
Talent retention
Increased competitive advantage
Maximising return on levy investment

36. KEY Areas for growing Impact
Increasing productivity – opportunity for upskilling
Building the prestige of apprenticeships: importance of degree apprenticeships & professional recognition
Exciting new routes for young people – need to build parents awareness & align Technical Education
Extension of digital service to SMEs

37. Useful Links
ESFA
Blog – for the latest on the apprenticeship service and digital developments : and
Guidance for providers
Funding guidance
Register of Apprenticeship Training Providers
Levy Funding – how it works

38. QUESTIONS? www.managers.org.uk/management-apprenticeships
Petra Wilton, CMI
Director of Strategy & External Affairs
Alison Cox, Head of Apprenticeships & Stakeholder Engagement
Mobile –
QUESTIONS?

39. Steve Ludlow, Head of Executive Education, Henley Business School
Managing the impact on existing programmes, enhancing your portfolio and how to avoid cannibalising the market
Sarah Fidment, Corporate Partnerships Lead, Sheffield Hallam University
Steve Ludlow, Head of Executive Education, Henley Business School

43. Please find the link to Henley Business School’s Apprenticeship brochure below: Levy_PersonAL_CommerciAL_GlobAL.pdf?mtime=

44. Coffee break