The Government’s introduction of the Apprenticeship Levy in April 2017 was part of a huge programme of ‘volume and value’ change, designed to shake up vocational training. The volume target was three million starts. Value was measured by the improved ‘quality’ of apprenticeships.
Affording the nearly 30% increase at a time of austerity meant someone would have to pay. Large businesses were targeted. As well as raising the necessary funds, the levy was also meant to incentivise greater training levels.
Related bureaucracy
One year on, volumes are behind target. Some 18% fewer apprenticeships than the levy target have enrolled across all industries, and certainly in the food industry. For many, the related bureaucracy has been significant. Much has been made of businesses ‘converting’ current training programmes into apprenticeships to secure levy funding.
While this is certainly true for some professional courses, there is an associated risk for shorter leadership and management programmes. Apprenticeships require 20% of delivery to be ‘off the job’ and for an apprenticeship to last no less than 12 months, so the cost/benefit ratio may not stack up.
Great portfolio
The industry has developed a great portfolio of apprenticeship products to address varied needs. Delivery of these relies on the industry being aware of, and committed to using, these new apprenticeships and, of course, on having great training providers.
Time is now needed to embed activity. The last four years have been a roller-coaster of development. With operationally strong new leadership at the Institute for Apprenticeships, most of the food standards now developed – thanks to the great work of more than 100 food businesses supported by the National Skills Academy – and providers now developing greater capability, we can expect significant uptake in the coming year.