Addendum 1
Financial Implications
Option 1
Year 2011/12. To have a total of 20 individuals in post by extending the
current 13 apprentices to a level 3 if they have proven their worth (increase
salary to £120 per week).
The increase to £120 to be linked to a performance criteria.
In addition, to recruit to a further 7 positions (£110 per week) based on the
areas identified by Directors on a 1 year programme going on to the 2 nd year
(£120 per week) if they have proven their worth; with support to go on to paid
employment either within the Council or elsewhere.
Year 2012/13. The initial 13 will then leave at the end of their 2 year
programme. The new 7 will be offered year two and we recruit a further 13.
Financial plan attached for this option.
At any one time we would have a maximum of 20 apprentices in post.
Advantages:
No large recruitment campaign at a time when publicity of this nature may be
taken negatively i.e. taking on apprentices to fill redundant posts.
A manageable number to oversee from both the central function and line
managers.
Targeted to the service areas identified by Directors and therefore meeting a
specific need.
Option 2
Year 2011/12. To extend the current 13 apprentices to a level 3 if they have
proven their worth (increase salary to £120 per week).
In addition, to recruit to an additional 20 apprentices on a 2 year programme
(£110 per week for year one).
Year 2012/13. The initial 13 will then leave at the end of their 2 year
programme. 20 new apprentices would go into year 2 programme (increase
salary to £120 per week).
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The increase to £120 to be linked to a performance criteria.
In addition, to recruit to an additional 20 apprentices (£110 per week – year
one increasing to £120 per week in year two)
At any one time we would have a maximum of 40 apprentices in post.
Financial plan attached for this option.
Disadvantages:
A large recruitment campaign needed to secure such numbers. Would now
be the right time to do this? Possible negative publicity.
Increased resources required within the central team to manage such
numbers.
The budget required for this number of apprentices.
With a time when managers are looking at how they can do more for less will
they have the resources to manage so many apprentices (some may need
dedicated supervision because of low academic skills and social skills).
Option 3
As per option 1 – at any one time we would have a maximum of 20
apprentices in post. However, if in year two the programme is proving to be
manageable for the organisation and successful to look at recruiting a further
10 apprentices.
Financial plan attached for this option.
Advantages:
An opportunity to evaluate the programme with 20 apprentices before moving
on to higher numbers.
Focus positions on identified service areas and therefore meeting a specific
need.
Opportunity to review where we are as an organisation before committing to
higher numbers and cost implications.
Please note
Currently (10/11) there is a funding pot available to support 50% of a standard
£95 salary, however, having explored this for a longer term commitment there
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doesn’t appear to be any guarantee and therefore we need to assume the
figures detailed in the attached financial plan would be SBC’s commitment.
In addition, the college fees need to be considered. If we employ an
apprentice under 19 yrs, the college fees are fully funded and therefore there
is no cost implication.
If we employ an apprentice who is 19+yrs the college fees will be in the region
of £400 per apprentice until 31/7/11. Beyond this date is a little unclear but
government support is being focused on apprenticeship frameworks.
Again, this is reflected in the attached financial plan.
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