Search results

The purpose of this paper is to provide a short overview of current government policy and context to the development of higher and degree apprenticeships and the engagement of higher education (HE) providers in delivery to achieve the ambition of three million apprenticeship starts by 2020.

Opinion piece contextualising the UK Government’s approach to apprenticeship reforms and the role of HE and further education in the design and development and delivery of higher and degree apprenticeships.

The apprenticeship system is at a critical stage of development and HE providers need to embrace the opportunities and address the competitive challenges of apprenticeship delivery given the £2.5 billion per annum that will be raised by the apprenticeship levy and the threat to their existing and traditional HE provision.

Reflects the ambition and mission of the University Vocational Awards Council.

The purpose of this paper is to report on a study funded by the Edge Foundation, an independent educational charity, to investigate what is needed in order for English higher education to operate degree apprenticeships (DAs) on a sustainable basis.

The study, conducted in 2019–2020, took the form of a literature review, semi-structured interviews with employers, institutional staff members and apprentices in three fields, and an open online survey.

This study illustrates a high level of support for DAs amongst those who are involved in them, whether as educators, employers or apprentices. Degree Apprenticeships aid public-sector recruitment, support progression routes and social mobility within the existing workforce, and contribute to recruitment and productivity in public services and economically critical industries. Practices in the organisation and delivery of apprenticeships are variable, but a clear need is illustrated for strong institution–employer partnerships, integration between on- and off-the-job learning, expansive workplace learning environments, and co-ordination of assessment and quality assurance. There is also a need for external bodies to provide a consistent policy and funding environment.

The findings illustrate the need for strong partnerships, for programmes that are designed from the ground up as apprenticeships, and for effective integration of apprentices into the organisation's working environment.

This study updates and adds to the literature on DAs and work-integrated higher education. It emphasises three aspects that have hitherto been given little attention: the value of DAs for public-sector recruitment and for creating social mobility within the existing workforce, and the importance of ensuring apprenticeships are aligned with organisational objectives.

The purpose of this paper is to present the innovative approach being taken by the University of Wolverhampton to create an Apprenticeship Hub through which the regional offer for Intermediate, Advanced, Higher and Degree Apprenticeships can be accessed. Readers can review the approach taken and consider the possibilities of a similar approach in their own context.

The paper presents a case study that sets out and discusses the drivers behind the approach adopted to create the Apprenticeship Hub. It identifies the stakeholders who will engage with the Apprenticeship Hub and it outlines the reasons for, and benefits of, working in collaboration with other organisations to provide an integrated offer for apprenticeship provision across the region.

The Apprenticeship Hub is a physical entity within a well-known local landmark building that is easily accessible to the communities which is intended to serve. It has been developed to meet the national and local contexts and, although only recently established, it is meeting the needs of the stakeholder groups. It provides an environment through which the integrated regional apprenticeship offer can be accessed.

The world of apprenticeships is changing significantly with many new requirements for employers and for education. It is a complex road to travel, particularly for Higher Education (HE) which has not, traditionally, been involved in the world of apprenticeships. This paper posits that a collaborative approach to stakeholder engagement and recognition of respective strengths can lead to organisations working in partnership to draw together their respective expertise to ensure that, through a collaborative approach they can meet the needs of the communities that they serve.

Apprenticeships are new to HE; universities are entering a complex and unknown territory. This paper sets out the approach taken by one university to work in partnership with others to provide an integrated offer that could be adopted or adapted by other providers to their own context.

The purpose of this paper is to report the findings of a joint study carried out with groups of colleges in England and technical and further education (TAFE) institutes in Australia. It looks at the factors which promote the delivery of higher technical skills and the infrastructure arrangements that are needed for success. It relates these to the debate concerning the promotion of higher and degree apprenticeships (HAs and DAs) in England.

The report is derived from a series of interviews with college and TAFE staff. A policy comparison is also included to provide context.

The outcome of the study suggests that similar factors affect the decision to offer, pursue and contribute to the development of higher technical skills in both countries. HAs and DAs are an English construct and the experience of colleges involved in HAs adds a valuable contribution to discussions surrounding the marketing and delivery of DAs. The Australian decision not to pursue either structure encourages reflection on what it is that governments are trying to achieve and what lessons can be learned from their approach.

The study was carried out within the non-university sector in both countries. Colleges and TAFE institutes are more likely to offer practice-based higher education (HE), have teaching staff with industry backgrounds and have long-established engagement with employers that may be found within universities. The paper was therefore written from a distinctive environment. However, it is likely that the issues identified apply to universities and private providers of HE as much as to colleges and TAFEs.

The findings suggest that developing HAs or DAs should not be seen merely as just another marketing opportunity. The hybrid nature of both structures requires a holistic approach to delivery on the part of institutional leaders that leads to significant overhaul of internal communications networks, quality assurance schemes and staff development.

The paper is one of relatively few published documents which focus on the role of dual sector colleges and TAFE institutes in the delivery of HE and higher technical skills. It offers insight into how government pressure for a particular style of HE, deemed necessary for the national economic interest of both countries, can be made into a reality. By using the expertise that already exists within the college and TAFE sectors and their established links with employers, more effective changes can be made at a faster pace.

This paper aims to present apprentices’ perceptions of their opportunities for progressing to higher education. Data gained through semi‐structured interviews with apprentices is placed in the context of the current policy agenda to widen participation in higher education and to increase the skills levels of those in employment. These policies are paramount for apprentices, many of whom fit both of these criteria. The research reported in this paper aims to answer the question “Do apprentices perceive there to be barriers in progressing to higher education?”

In total 44 interviews were conducted with apprentices during college placements and further interviews were conducted with apprentices who had progressed to higher education courses (HNC and HND) at the same colleges.

The findings show that employer support, time, finance and apprentices’ perceptions of their own ability are the key factors that determine whether apprentices will progress to higher‐level courses. The research highlights the need for a holistic approach to information, advice and guidance, ensuring that consistent and comprehensive information and advice are delivered to students.

Although the research presented in this paper focuses on the engineering and construction apprenticeships, the implications and findings are also pertinent to other apprenticeship programmes.

The study aims to explore how the collective representations of stakeholders associated with an Executive MBA (EMBA) apprenticeship are conceptualised, and what value elements are perceived as relevant for personal, professional and organisational development.

Forty stakeholders participated in a mixed methods-based group concept mapping (GCM) approach, representing the tripartite relationship of an EMBA apprenticeship. This approach allowed the deconstruction and shared understanding of the value proposition of higher degree apprenticeships.

Analysis identified seven conceptualised value clusters around an eight central cluster “Professional Development”. Two regions of meaning were identified: the personal dimensions of apprentices and their contribution within and to their organisation. Findings showed that a work-based designed curriculum improves confidence and communication skills and that much of the value proposition is personal and self-managed by the apprentices. The tripartite relationship was shown to be incomplete and inconsistent, particularly regarding mentoring and reflective practice.

The pandemic has brought about significant changes in business practice. This study identifies several areas for improving higher degree apprenticeship pedagogy in readiness for the new business landscape, as well as identifying limitations of the tripartite relationship.

The study addresses a gap in the literature by exploring the value proposition an EMBA apprenticeship programme. The interrelatedness of cluster concepts has identified value elements missing from previous apprenticeship delivery. Deconstructing the senior leader apprenticeship enables educators to redesign and refine models of engagement for improving the apprenticeship experience.

PwC is currently working with a broad cross‐section of employers in the UK to create a new Higher Apprenticeship for the professional services. The purpose of this paper is to explore the environment and drivers for the creation of the new Higher Apprenticeship framework, the work PwC is leading to develop it and the outlook for Higher Apprenticeships in the professions.

The information provided in this case study is drawn from the organisation's own work in creating a new Higher Apprenticeship Framework. It expands on research undertaken by PwC.

Creating a skilled workforce is consistently the number one priority for CEOs worldwide. Whilst graduate recruitment has been the long established route into professions such as accountancy, consulting and law, employers are looking to offer a wider range of different entry routes that enable them to attract and recruit from a broader, more diverse talent pool.

Employers are now playing a more active role in the design and delivery of programmes that will provide them with the pipeline of skilled people they need. The paper highlights how the higher apprenticeship currently in development will respond to these needs and how PwC propose to progress this further.

Following a successful bid to the National Apprenticeship Service, the Peter Jones Foundation was awarded funding to develop a level 5 Higher Apprenticeship in Innovation and Growth. The purpose of this paper is to present a case study of how the apprenticeship was developed and the impact it will have on future managers and leaders in the business sector.

Information presented in the paper is drawn from the organisation's own work in developing a higher apprenticeship (HA). It builds on information incorporated in the original bid and project plan, as well as on‐going evaluation of how the programme is progressing.

The development of a level 5 Higher Apprenticeship in Innovation and Growth provides a progression for those people who have already undertaken a level 3 Enterprise Apprenticeship and also offers young people a new and speedier route to a career in business. Responding to gaps in intrapreneurial skills in SMEs and larger companies, the HA builds and develops these and aims to identify and nurture entrepreneurial talent. The evolution of this apprenticeship and potential benefits are brought to light in this case study.

The paper is based on the author's own experience and employer consultation. It presents a case study of an apprenticeship programme specific to the author's organisation.