and Shared Services Leadership The level 5 operations departmental manager apprenticeship In partnership with Programme Overview This Management Apprenticeship MApp is delivered by Develop Training Ltd in partnership with Shared Service Architecture ID: 1018936
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1. Focusing on Collaborative Transformationand Shared Services Leadership The level 5 operations \departmental manager apprenticeship In partnership with
2. Programme Overview This Management Apprenticeship (MApp) is delivered by Develop Training Ltd in partnership with Shared Service ArchitectureIncorporating the approved Level 5 operations/departmental management apprenticeship standard 15-month levy funded programme designed to develop the shared service and collaborative practitioner skills of public sector managers and project delivery teams, giving learners the skills and know-how to be an effective collaborative leader in the public sector. The programme combines onsite assessment with interactive and practical workshops, all wrapped around a single, employer chosen, collaboration or shared service project assignment. The programme will be supported by a series of practical collaborative working tools, templates and techniques specifically designed to accelerate the pace and scale of collaborative working ambitions. Providing a pathway to a Level 7 Postgraduate Certificate in Collaborative Transformation and Collaborative Transformation Architect recognition for successful students.
3. The delivery partnership…Shared Service Architecture provides its accredited skills development programmes in collaboration with major partners who are the recognised providers for the awards…The Postgraduate Certificate in Collaborative TransformationThe accredited providerThe accredited providerLevel 5 MApp in Collaborative Transformation & Shared Services Leadership
4. DTL is an accredited apprenticeship provider
5. About Shared Service ArchitectureProfessional development in collaborative leadership for politicians, board members, executives and senior managersCollaborative project skills and knowledge development for senior managers and project leadsOrganisational development through mentoring and in-house facilitation sessions Over 200 online tools, templates and techniques used in over 400 public sector organisations
6. Why is there a need for building collaborative transformation and shared service skillsin the public sector? The changing landscape
7. 7The landscape is changing and the case for collaboration is becoming much stronger…
8. The need for collaborative transformation skills Continuous budgetary constraints, financial pressures, shrinking workforce and increasing demands are making partnership working inevitable Emergency services collaboration is now mandated under the April 2017 Police & Crime Bill Integration of health and social care under the new Department of Health & Social Care is an imperative for tackling reduced funds issues, improve patient outcomes and value for money. Frontline responsibilities are blurring as local government, housing, health and emergency services deliver on community challenges together – community safety, obesity, ageing population, loneliness, mental health, homelessness, domestic abuse… Also, single agency response is no longer working in many cases.
9. Improved cross-departmental working within organisationsShared services between organisationsMulti-agency community engagementsDeveloping alternative models of partnershipCommercialisation through public sector partnershipsEmergency services collaboration and ‘Duty To Collaborate’ strategiesNHS collaborative transformationsHealth and social care integrationClinical commissioning group partnershipsCombined authority and devolution programmesFE or HE partnership collaborationsCommunity safety partnershipsOne Public Estate programme deliveryThis MApp programme will support collaborative transformation in:
10. We believe that everyone stepping into collaborative transformation in the public sector…from decision making leadership, directors, managers, project teams, through to frontline delivery staff …is entitled to be equipped with the skills, knowledge, tools, templates and techniques, to be effective in their role and to accelerate the scale and pace of their employer’s collaborative transformation and shared service ambitionsDTL and SSA’s Partnership Mission
11. What kind of employees will wantto join this programme?Typical Example Employees
12. This programme is designed for public sector professionals including project managers, change agents and their team members, who will be developing and delivering multi-agency transformationsand implementing shared service solutionsWho will benefit?
13. Jenny Anderson – Fire Service lead for theHome Safety & Wellbeing PartnershipEllie Richards and Nial Breem – shared service change agents for the North Eastern Councils’ PartnershipJodie Worrell – Police project manager on the Community Safety Hub Sadie Dougall – CCG project lead on the A&E To Social Care System PartnershipHere are fictional examples of the kind of employees who might step on to the programme …
14. Wrapping the programme around specific projects to ensure deliveryEllie and Nial are change agents from two partnering councils who collaborate on back office shared services (ICT, Facilities Management, Finance Transactions)They are fairly new to shared service and partnership working and have been given the role of onboarding a major new partner Their “wrapped project” will include identifying the best possible onboarding methodology and implementing it during their programme as they welcome new partnersThis is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects
15. Jodie is a police inspector leading on the development of a multi-agency community hub on the Wyline Estate – one of the most deprived, and largest, social housing estatesJodie’s role is to co-locate in a shared building, staff from the NHS, Social Care, Citizen’s Advice, Council Community Safety, Wyline Housing, Police, Fire and other agencies and get them to work together in an effective way.Jodie’s “wrapped project” will include structuring and embedding the new culture of collaboration during her programme, to enable this group to work effectively together.Wrapping the programme around specific projects to ensure deliveryThis is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects
16. Jenny is a fire service programme manager with responsibility for reduction in calls for ambulance attendance or A&E admissions, by lonely elderly or vulnerable residentsCurrent avoidable ambulance dispatches, or A&E admissions in the locality, are running at over 200 per weekJenny’s “wrapped project” will include fostering collaborative working relationships between groups of partners (CCGs, pharmacies, Age UK, Neighbourhood Watch, etc) in five different localities to avoid unnecessary 999 calls, or A&E admissionsWrapping the programme around specific projects to ensure deliveryThis is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects
17. Sadie is an occupational therapist for the local NHS Trust Hospital. Her new role is to create more effective pathways back home, for vulnerable single people who enter A&E and then pass through the hospital and social care system. Sadie’s “wrapped project” will include creating more efficient and effective relationships, between the different organisations that pass the vulnerable people along the system, but rarely find time to discuss and plan more effective ways of workingWrapping the programme around specific projects to ensure deliveryThis is fictitious example to help understand how the programme can be applied to your collaboration and shared service projects
18. What are the benefits? For the EmployeeFor the Employer& their partnerships
19. The benefits for the employeeThey will access a wide repertoire of essential collaborative transformation and shared service leadership skills that they can apply from day one in their “wrapped project”They will grow their collaborative leadership capability to motivate teams and influence with confidence, both within and across organisational boundaries They will gain a deep understanding of key management and collaborative leadership methodologies to underpin and support partnership project teams to deliver the new, better, lower-cost joint ways of workingThey will understand the framework for collaborative problem solving to enable the rapid development of ideas, innovations and new ways working. They will gain Collaborative Transformation Architect (CTArc™) recognition Giving them the confidence to be successful in their role ….
20. Collaborative transformation and shared services skills are needed now, and will be a mainstream requirement in the futureThese skills are scarce in-house These skills are expensive via consultancyOrganisations need to build collaborative advantage and make themselves fit for the future.What are the challenges for the employer?This levy funded programme addresses these challenges, gives effective value for money, with rapid practical outcomes by equipping in-house staff with the skills to ensure successful delivery of collaborative working projects.
21. The benefits for the employer and the partnerships it is involved in Build the collaborative advantage of your organisationOver 50% of public sector collaborations fail to deliver what was promised in the business case, because of a lack of management skills and leadership.NAO, HEFCE, AoC, Harvard Review… Accelerate the scale and pace of your collaborative transformation journey …Be represented by effective skilled professionals in complex collaboration projects
22. Programme content Programme journey
23. Programme overview£9,000 set fee per employeeDelivered over a 15 month period plus 3 months end point assessment Comprises 11 units (enrolment day, day 1 of learning, and 9 modules)Commitment includes attending partnership meetings, shadowing in partnering organisations, attending taught modules etc. 1 to 1 reviews and workplace visitsOne overall Collaboration Project Assignment (wrapped project) focused on the needs of the employer End Point Assessment by external examinersSupported by practical collaborative working tools, templates and techniques
24. Programme journey Pre-learning enrolment and induction dayDay 1 of Learning Management of self in the context of collaborative workingProject Management in the context of collaborative working Highway Code of Collaborative Working Building Collaborative Teams Facilitating Collaborative TransformationLeading people collaboratively Building Collaborative Relationships Communicating in the context of collaborative working 1 to 1 reviews and workplace assessments Collaborative Project PresentationEnd point assessment 15 Months3 Months Finance in the context of collaborative working
25. Apprenticeship Funding Levy Value £9000/per management apprentice To explore this management apprenticeship in more detailplease contact Dominic.Wallace@sharedservicearchitects.co.uk
26. Focusing on Collaborative Transformationand Shared Services Leadership The level 5 operations \departmental manager apprenticeship In partnership with