Multicultural Apprenticeships -Strategic Partnership Lead -

1. Multicultural
Apprenticeship
Alliance & its
Eco-system
Safaraz Ali
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup

2. Some of the topics that will discuss in this
presentation…
• Background
• “Successful” Enterprise in our Sector – a
continuous journey and "Poor(er)” delivery
providers
• Aspirations for Strategic Lead
• Just some of our Current conversations
• Careers Advice & Support and The
Gatsby Benchmarks
• SWOT Analysis
• Social Media Platform and Current
Position Statement
• “BUILD ECO SYSTEMS AND CONNECT
IT ALL BACK”
• Priority Quadrant
• Pathway Core Values
• Customer Journey
• Our Events and Networking Brands
• Digital Engagement
• Why as “Multicultural” we exist?
• Endorsements
• Our campaigns- a key differentiator for us

3. Some of the topics that will discuss in this presentation…
• Collaborations – working well and focus
more on:
• Current conversations
• What’s worked well?
• BAME Apprenticeship Alliance – The
Brands
• Global Careers Alliance – Our ambition to
grow global
• Festival of Apprenticeships
• What we can do to champion further
change? (forgive the use of BAME here!)
• BAME Apprenticeship Alliance Patrons -
Our Focus
• BAME Apprenticeship Alliance Patron’s –
Pipeline / Prospect
• Getting it right for our partners:
• What does further success here look like?
• What we can do to champion further
change?
• What we offer: employer and learner
providers
• Current Landscape of Youth
Unemployment

4. Background
• Pathway Group aspires to be an organisation that Changes
Lives Through Skills and Work with the aim of making a
meaningful and impact difference to clients and learners. We do
this by becoming an indispensable partner of choice to funding
bodies, other lead providers, employers, and supply chain
delivery partners.
• As an organisation that aspires to ‘Changes Lives through Skills
and Work’ to make a meaningful and impactful difference to all
of our customers, including learners, participants, stakeholders,
employers, and this includes staff.

5. “Successful” Enterprise in our Sector –
a continuous journey
• Have customers (employers/learners)
• Staying relevant
• Costed and regularly monitored delivery
• Understand what is happening on the “coal face”
• Relentless focus on business development and customer service: VALUE-
• Strong management of finance, Strong and supportive & action led HR
• Positive, “can do” culture and climate

6. "Poor(er)” delivery providers
• Complacency
• No/little understanding of changing times
• Lack of customer service culture
• Staff Turnover and staffing
• Too rigid; lack of focus on things that matter
• A “ feeling sorry for themselves” culture
• Lack of collaboration and partnerships
• No value add

7. Aspirations for Strategic Lead:
• Protecting and growing what we
have and taking us to the ‘next
level’ in our journey.
• Assist us with a specific function of
sales and customer growth.
• Ensuring outcomes are delivered
to high expectations.
• Working with Executive team and
all key front line leaders drive the
growth phase of our journey by
focusing on operational excellence,
customer service and experience
and sales and marketing.

8. Aspirations …
• Implementing opportunities, sales, including new business and
development, customer account management, assisting with
effective marketing and sales funnels.
• Where needed researching, collating, and collaborating data
and where necessary overseeing business presentations.
• Overall protect and grow our income base to continue to move
forward, which will breakdown silo working and ‘connect the
dots’.

9. Aspirations …
• The department and key individuals will need to think
implementation to deliver impact. Embed a sales frictionless
customer experience, culture and journey. Think process, think
systemisation, automisation to ensure optimisation and
consistency.
• To nurture a high-performance culture focusing on revenue,
quality, and impact by removing barriers and ensuring
ownership, accountability and responsibility is embedded
throughout the organisation.

10. Aspirations …
• Involvement in any technical writing and producing
documentation which are bespoke and specific to us. Ensuring
all literature, website and all aspects of outbound material is fit
for purpose – taking direction from CEO & Executives.
• The department and key individuals will be customer
champions, sales champions and a systems and process
champions for the business, both internally and externally.

11. Other key aspects for consideration:
• To source and identify opportunities
available for sales and partnership
workings that are in line with company
objectives and aspirations
• To oversee and be accountable for
end-to-end customer service and
ensuring all leads and potential
winning sales are completed with a
high degree of impact and accuracy
and to specific timelines
• To implement appropriate routeways
and sales avenues whilst seeking to
increase and maximise funding

12. Other key aspects for consideration…
• To create new business contacts whilst nurturing existing
relationships in the aim of securing future opportunities
• Take lead in appropriate groups and networking events both
online and in person as required as a leader within our sector
with a clear objective of raising and managing our company
profile

13. We need to think and consider:
• Having forensic attention to detail
and meticulous proof-reading skill
with an understanding of
excellence and write reports on
sales analysis and customer
feedback when required
• Being able to communicate in
written form at the correct level to
bid and tender appraiser /
evaluators
• Analysing trends, customer
analysis and improve our
performance
• Identifying initiate and implement
commercial revenue opportunities

14. We need to think and consider…
• Creating a culture of learning from feedback including planning
transformational change leading to continuous positive
outcomes
• Maintaining an awareness of our programmes and activity
including direction of travel
• Leading the preparation and management and application of
research work using various sources such ONS, LMI as well as
any relevant strategic documents and research papers
• Proving a full and confidential support to CEO

15. Think:
Protect and grow our
income base to continue
to move forward, which
will breakdown silo
working and ‘connect the
dots’.
Bring more and
do more, with
we have.
Embedding a true
feedback culture that
brings tangible
demonstratable result.
The ‘Go-to Person’ on all
matters relating to
marketplace change, shift
and opportunities
Coaching and training
continuously all relevant
people and departments
to deliver on our
outcomes.
Ownership, responsibility,
and accountability for all
matters: customer
experience, customer
journey,

16. Just some of our Current conversations
• CRM Implementation, Limited progress made towards
marketing and funnel systems
• Lack of customers- SILO operation and no multiple activities
• Testimonials and referrals (the lack of )
• Integrating the Alliance, Awards, Festival, Brands, and overall
getting more – launching our new opportunities – the Careers
aspect of our iniaitives

17. We need to get big on Careers Advice &
Support
Many conversations on this and this is something that our
business and many others need to get a handle on quickly:
To enable us to make a real difference to improving the quality of
people’s lives through the design and delivery of effective career
guidance, we need to look at

18. We as a sector and business need to get really
focused on on Careers Advice & Support…
Career education;
information, advice
and guidance;
coaching,
consultancy and
management.
Career Development Institute (CDI)
Gatsby Benchmarks
Burning Glass
Labour Insight Data & Reporting
Webinar Workshops

19. on Careers Advice & Support…
We also need to support developments in:
• Career guidance and development sector, principles, policies,
and the benefits it brings to society, the economy and the
individual
• Reflective practice and engagement in continuous improvement
• Interview skills and strategies required to support participants
with their career decision making and building: self-awareness,
confidence and resilience

20. on Careers Advice & Support…
• methods, topics could include; LinkedIn, Labour Insights
• Building an extensive knowledge of education and training
systems and sources of labour market information and be able
to use this effectively across provisions
• Referral planning
• Deliver career related learning to groups of learners using
interactive

21. More awareness and understanding of
the Gatsby Benchmarks
Gatsby Benchmark - The eight
benchmarks are a framework for
good career guidance developed to
support schools in providing
students with the best possible
careers education, information,
advice, and guidance.
goodcareerguidance.org.uk/benchm
arks-and-background
A stable
careers
programme
Learning from
career and
labour market
information
Addressing the
needs of each
pupil
Linking
curriculum
learning to
careers
Encounters
with employers
and employees
Experiences of
workplaces
Encounters
with further
and higher
education
Personal
guidance

22. Our Analysis – continuous
Strengths - Internal Weakness - Internal
Some key team members - autonomy and working
together
Branding and awareness
Customer engagement and track record
Existing structure
Communication and internal resistance
Processes & systems not aligned &
Inconsistent
Opportunities - External Threats – External
Doing with more with what we have - Patron
relationship management & enhancement/ growth
New business development & positioning and
building sustainable ecosystems - understanding
and servicing our existing customers better
New product/service development Stakeholder
comms & sector insights ensuring relevancy &
value add
Creating & developing continuous thought
leadership opportunities & influence
Staffing
Complaints / Customer satisfaction
Competition

23. Social Media Platform and Current Position
Statement
Social Media Platform (23 May 2022)
Pathway Group
BAME
Apprenticeship
Alliance
(Multicultural)
BAME Apprentice
Network (Now
Awards)
BAME Apprenticeship
Awards (to be
rebranded to Career
Progression Network)
Apprenticeship Diversity
and Social Mobility Forum
LinkedIn 4,448 Followers 1,266 Followers 3,329 Followers 637 Followers 39 Followers
Facebook 5,995 Likes 270 Likes 1,460 Likes 85 Likes
Google Reviews
29 Reviews (4.6
out of 5 Stars)
Twitter 4,866 Followers 2,126 Followers 3,471 Followers 38 Followers 118 Followers
YouTube 65,096 Views 4,504 Views 38,723 Views
Instagram 1,884 Followers 1,023 Followers 1,691 Followers 17 Followers

24. Some of the topics that will discuss…
• Think about the impact of our work…
• “BUILD ECO SYSTEMS AND CONNECT IT ALL BACK”
• Priority Quadrant
• General Background on Pathway Group -Overview of Learners Activity for the last 2 years
• Senior Leadership Team – Pathway Group
• Management Team

25. Think about the impact of our work…
Are we making the
difference that we believe
that we are?
More contracts and more
focus than ever on
destinations

26. Think about the impact of our work…
However, it is now more than ever
sustained destinations not just
destination once
but
again,
again
and again…

27. We can only look to do
“customer maximisation” by
firstly having programmes
that work for them and
ensure each touch point is
positive and easy.

28. “BUILD ECO SYSTEMS AND CONNECT
IT ALL BACK”
Single Units make
returns and
contribution
Bigger returns on
impact and branding –
helping us to
“dominate”
What more can we
do?

29. Priority Quadrant
High
Low
Low High
Revenue
Impact
Effort
1 2
3 4
Multicultural Apprenticeship
Awards
X
Festival of
Apprenticeship /
Festival of
Careers
X
BAME
Apprenticeship
Alliance /
Network
(Multicultural)
X

30. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
AEB Highlights 2019/20
 1,727 people engaged
 53% of who are of BAME ethnicity
 3,463 qualifications achieved
 620 employers engaged
 Overall Achievement Rate of 97.08%
 Successfully delivered £2.6M of AEB funding
AEB Highlights 2020/21
 2853 people engaged
 56% of who are of BAME ethnicity
 3362 qualifications achieved
 1113 employers engaged
 Overall Achievement Rate of 92.9%
 Successfully delivered £3.3M of AEB funding

31. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
ESF Highlights 2019/20
 933 people engaged
 17% of who are of BAME ethnicity
 55 employers engaged
 2,601 qualifications achieved
 Overall Achievement Rate of 98.43%
 Successfully delivered £2.2M of ESF funding
ESF Highlights 2020/21
 573 people engaged
 31% of who are of BAME ethnicity
 51 employers engaged
 983 qualifications achieved
 Overall Achievement Rate of 94.9%
 Successfully delivered £776k of ESF funding

32. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
Apprenticeship Highlights 2019/20
 116 apprentices engaged
 339 qualifications achieved
 80 employers engaged
 Successfully delivered £400k of
Apprenticeship funding
Apprenticeship Highlights 2020/21
 74 apprentices engaged
 119 qualifications achieved
 50 employers engaged
 Successfully delivered £207k of
Apprenticeship funding

33. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
Advanced Learner Loans Highlights
2019/20
 640 people engaged
 645 qualifications achieved
 80 employers engaged
 Successfully delivered £2M of Advanced
Learner Loans funding
Advanced Learner Loans Highlights
2020/21
 909 people engaged
 739 qualifications achieved
 58 employers engaged
 Successfully delivered £2.1M of Advanced
Learner Loans funding

34. Senior Leadership Team – Pathway
Group

35. Management Team

36. 0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Quality is
everyone’s
responsibility
Ownership,
accountability and
responsibility in all
that we do
Always start with
the best intent
Act in the best
interests of us All
Gain and build
trust in all we do
The Pathway Group Core Values

37. Quality isn’t the responsibility of one individual or even the Quality Department. The Head of Quality or Quality
Manager is basically the coach, facilitator, and mentor.
• Their job is to instill principles of quality at all levels, helping everyone in the organisation, including Executives,
Senior Leadership, Managers, Tutors, Coaches, BDMs, and Admin feel driven to achieve excellence.
Pathway Group will only make meaningful and sustainable quality improvements when people at every level of the
organisation are committed and feel a shared desire to make processes and outcomes better every day in a robust
and continuous manner.
• All staff are expected to take personal responsibility for their own professional quality and standards in all their
activities.
Staff will exercise this responsibility within a supportive environment where expectations and standards are clearly
defined and monitored.
Continuous improvement and innovation are encouraged, development and training opportunities are provided,
feedback is actively sought from clients and duplication of effort is strenuously avoided.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Quality is
everyone’s
responsibility

38. Take personal responsibility for our actions, deadline and our outputs. Empower and Inspire each other to achieve
Excellence.
• Ownership is the state of mind where you feel fully in charge and does not give any excuses for what needs to
be done.
• Ownership and Accountability mean individuals and teams taking accountability for the quality and success of
both the performance and outcomes of their work.
These are important, as ownership means knowing why you are doing the work and ensuring that what you
produce is fit-for-purpose. It also means understanding, learning, and challenging rather than mindlessly following
instructions.
• Accountability is a process to be held to account for fulfilling your duties and responsibilities.
• Accountability requires answers and ensures that whoever is responsible is challenged. Then we have the
responsibility, and this is performing your duties with ownership.
• Responsibility is giving individuals and or teams the authority, autonomy, and ability for an outcome. For an
individual or team to be held accountable for their decisions, they must have the appropriate information so as
not to make incorrect decisions.
Individuals who have a strong sense of ownership and responsibility will strive and grow personally and tend to be
strong performers.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Ownership,
accountability and
responsibility in all
that we do

39. Starting with YES creates safety, builds trust and fuels creativity.
When you start with yes, you are automatically aligning yourself to achieve the problem, issues or overcome the
obstacle that is placed in front of you.
With yes, you are automatically looking for a solution or ideas in how to adapt to change and innovate rather than
someone who will resist, dispute, challenge, or negate whatever your Team, colleague, stakeholder, partners wish
to achieve. We should have a bias or inclination to say Yes and embrace, work with and build on it.
• No can become the dominant word in our head
• We should have a can-do approach
• See it, own it, Take Action
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Always start with
the best intent

40. Do things right and always do the right thing. Do what’s best even when no one is watching. We are part of
something bigger than ourselves. Protect one and all.
Interdependence of all stakeholders. All stakeholders want the business to succeed and are dependent on each
other to make this happen.
A stakeholder is someone who has an interest in the success of the business.
Outcomes focus on progression and destination, supporting learners into work; they will also recognise the
importance of the broader social benefits of adult education.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Act in the best
interests of us All

41. Support each other throughout to ensure we maximise performance while creating an atmosphere of trust.
Develop meaningful relationships.
Building trust in the workplace is essential for the success of the company. Being able to build strong relationships
that you can rely on is at the core of every professional relationship. Trust is the currency and is absolutely
necessary in order to establish not only your own reputation but that of your department and grow a strong
network of people who will help you throughout your career.
No one person is responsible for the success of a company; it's a team effort. In order to achieve results in any
organisation, People rely on each other in the workplace; there is a chain of events/actions that passes from
individuals/departments that need to happen. But that reliance can't exist without trust. Trust reflects your
character, and colleagues will work harder for people they trust. That, in turn, helps produce above-and-beyond
results.
TRUST is the ultimate currency. What does that mean? Let's take a few moments to possibly re-think "Trust".
Many talk about the word "trust" It's a word that's used in various contexts and situations with as many different
meanings as well. Most people relate to this word in a personal capacity. However, with work and business in
general, trust is core to how we operate and do things. Trust is about facing and serving our customers correctly –
this includes learners, employers, our funders & internal colleagues.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Gain and build
trust in all we do

42. One
Two
Three
Four
Five
Time
X
0
Products Customer Staircase
The Perfect Customer
Lets think what we can do with all our
customers – this is where we think about our
Customer Staircase

43. 20% of your effort gives you 80% of your results.
This will help you see your most productive tasks.
80%
RESULTS
20% EFFORT
We need to embed and think that:

44. Real Life Examples on this are:
20% of customers bring 80% of revenue
80% of work is completed by 20% of the team
80% of complaints come from 20% of customers
20% of marketing efforts gives you 80% of results

45. There are Three things we need to be
aware of and do
Get
Customers
to Buy
more often
Get
Customers
to Buy
more
Get
Customers
to Buy

46. We can only look to do “customer maximisation” by firstly having
programmes that work for them and ensure each touch point is
positive and easy. We need to get across the message of:
Think
Customers..
Think Products
Think
Customer
Service
Think
Experience
Think Results
Think
Improvement
Plan, Do,
Check and Act

47. Events, Sales and Marketing
Strategic
Lead
New Business
Development &
Positioning
and Building
Sustainable
Ecosystems
Stakeholder
Comms &
Sector Insights
Ensuring
Relevancy &
Value add
Patron
Relationship
Management &
Enhancement/
Growth
New
Product/Servic
e Development
& Commercial
Implementatio
n
Creating &
Developing
Continuous
Thought
Leadership
Opportunities
& Influence

48. Our Events and Networking Brands

49. Our Eco-System, Connectivity
Past engagements -
employers partners,
community
engagements,
events, networks,
and other
stakeholders
Learners
/Employers
Existing
Patrons

50. Digital Engagement
Digital
Engagement
New Business
Development
(Learners &
Employers)
Enhancing
Customer
Service & IAG
Thought
Leadership
Public
Relations
Stakehold
er
Communi
cations &
Insight
Career
Campus and
Future Talent
Marketing &
Advertising
Content
Creation

51. PDCA Diagram
Plan Do Check Act

52. Why as “Multicultural”
we exist?
The difference we make and the journey…

53. Let’s go back in time to where
and how it all began…

54. Asian Apprenticeship Awards
• Celebrating and showcasing the best of British Asian Apprentices and the people that
employ and train them.

55. English Apprenticeships: Our 2020
Vision
Supporting diversity in apprenticeships and access for
all
• We are committed to increasing the proportion of
apprentices from BAME backgrounds by 20%
English Apprenticeships: Our 2020 Vision
Dec 2015
BME 2020 Vision
“More must be done to ensure BME workers get more job
opportunities”
BME 2020 vision amongst other to focus on:
• Increase the proportion of apprenticeships taken up by BME
backgrounds by 20%
• Increase the number of BME students going to University
Sajid Javid, then Business Secretary
March 2016

56. Race in the workplace:
The McGregor-Smith Review
Every person, regardless of their ethnicity or
background, should be able to fulfil their
potential at work.
That is the business case as well as the
moral case. Diverse organisations that
attract and develop individuals from the
widest pool of talent consistently perform
better.

57. UK government to scrap ‘BAME’ in
response to race inquiry
Ministers will drop the term black, Asian and
minority ethnic (BAME), beef up local
scrutiny of police stop and search and draft
a model history curriculum to teach Britain’s
“complex” past in response to the Sewell
report on racial disparities.
Inclusive Britain recommends dropping the
term BAME across government, as it is too
much of a catch-all, and gathering more
fine-grained data to inform future
policymaking.

58. BAME representation in UK's top jobs
has barely risen in past three years
The proportion of black, Asian and minority
ethnic people in some of the 1,100 most
powerful jobs in the UK has barely moved
over the past three years, according to a
study that highlights the lack of non-white
representation across key roles.
Only 51 out of the 1,097 most powerful roles
in the country are filled by non-white
individuals, an increase of only 1.2%, or 15
people, since 2017, the Colour of Power
survey by consultants Green Park and not-
for-profit organisation Operation Black Vote
said.

59. DfE’s ‘bizarre’ BAME apprenticeships
strategy
“The Department for Education will
strengthen ethnic minority representation in
campaign imagery and make use of
“influencers” to tackle low numbers of
diverse young people taking
apprenticeships.
But experts have warned the action does
not go far enough, with one group saying it
is “simply bizarre” to think that racism and
inequality will be fixed by just running a
better advertising campaign.“

60. BAME representation in leadership roles
Embracing diversity
It’s a shocking but sadly true fact that the
care sector has a diversity problem.
It’s not that people from black, Asian and
minority ethnic (BAME) backgrounds are
underrepresented in the adult social care
workforce – they make up 21% of all jobs,
which is more diverse than the overall
population of England.
However, this representation grinds to a halt
when it comes to senior roles.
Analysis, conducted by Grosvenor, of the 36
biggest care home and home care providers
who provide information on their board
members shows that only 5.4% come from
a BAME background.

61. Disadvantaged students ‘effectively
penalised’ for not studying A-levels,
research finds
The gap in grades between poorer sixth
form students and their better off peers
widened in 2020, Education Policy Institute
research has found.
Researchers said the gap was a result of A-
level students gaining a whole grade more
from teacher assessments than those who
studied qualifications such as BTECs.

62. “Why I’m fighting to ditch the term ‘diversity’ – and
how we can actually become more inclusive
without it”
Influencer, creative consultant and writer
Arooj Aftab is done with the term ‘diversity’
and is pushing for real change in the fashion
and beauty industries – here’s why that
shouldn’t include the term ‘diversity’…

63. Please, don't call me BAME or BME! -
Zamila Bunglawala,
“The acronym BAME and the initialism BME
are, I feel, a good case in point. ‘BAME’
stands for ‘Black, Asian and minority ethnic’
and ‘BME’ stands for Black and Minority
Ethnic’. The terms are widely used by
government departments, public bodies, the
media and others when referring to ethnic
minority groups. Yet during research we
carried out with nearly 300 people across the
UK, we found that only a couple recognised
the acronyms and only one knew vaguely
what they actually stood for!
There is also a problem in that the terms
‘BAME’ and ‘BME’ aren’t always associated
with White ethnic minorities such as Gypsy,
Roma and Traveller of Irish Heritage groups,
which we know are among some of our most
marginalised and disadvantaged communities.
To leave these communities out of the very
language we use is to marginalise them even
further.”

64. Endorsements
ANNE MILTON - FORMER MINISTER OF STATE FOR
SKILLS & APPRENTICESHIPS
•I was delighted to read about the continued success of the BAME
Apprenticeship Awards since their launch in 2016, and to read about the
background to the project and your achievements in 2017. I applaud your
commitment to recognising, highlighting and celebrating apprenticeship
successes, and in addressing the challenge of encouraging British Asian
communities to participate in apprenticeship schemes. Celebrating the best
of BAME apprentices, as well as their employers and trainers, will inspire
others and raise the profile of apprenticeships, which in turn will help
achieve an increase in Black, Asian and ethnic minority apprentices.
RT HON JUSTINE GREENING MP – FORMER
SECRETARY OF STATE FOR EDUCATION
•I was delighted to learn about the awards – it is great that you are bringing
together BAME apprentices, businesses and providers to celebrate their
successes.

65. The DfE’s blanket BAME strategy is
cloth-eared
This blanket approach is flawed by design.
By lumping all the non-white ethnicities
together under one target, we miss the
differences in existing patterns and future
needs for specific groups.
The proportion of BAME apprentices varies
around the country, but low apprenticeship
take-up is more significant among British
Asians than in other BAME communities,
where take-up is nearer the representative
population.

66. BAME Apprenticeship Awards
Celebrating talent & Diversity in Apprenticeships. Recognising the British BAME
Apprentices, their employers and learning providers.

67. The cornerstone of our belief is…
“The best person to promote and sell
apprenticeship programmes are apprentices
themselves, this is where we will add additional
focus, we will strive practically at all levels and this
is where we need your support.”
• Safaraz Ali

68. BAME Apprenticeship Alliance
& BAME Apprentice Network
Closing The Diversity Gap in Apprenticeships - aiming to change apprenticeships’
landscape, empowering apprentices to develop personally and professionally, as well as
championing change within the sector.

69. Protect student choice: Scrapping
BTECs is bad for levelling up and for
BAME students
Less than half of all enrolments for
qualifications likely to be removed come
from the least deprived students.
As a stark comparison, the students who
will be impacted consist of:
• 46 per cent for Asian students
• 47 per cent for SEN students
• 50 per cent for those receiving free
school meals
• 47 per cent for the most deprived
students

70. Protect student choice: do not
withdraw funding for BTEC
qualifications
The BAME Apprenticeship Network
supports the #protectstudentchoice
campaign.
The #ProtectStudentChoice campaign
coalition of 29 organisations that represent
and support staff and students in schools,
colleges and universities is deeply
concerned about this plan.

71. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.
Key Insights on Culture & Diversity in
Apprenticeships
BAME apprentices are facing numerous
challenges, influencing their engagement with
apprenticeships, as well as their experiences
once in an apprentice role.
They wish to be part of support networks to
improve their experiences.
Employers also require support to recruit more
apprentices from BAME backgrounds.
100 BAME Apprentices
Report

72. Our campaigns- a key differentiator for us
Dispelling Dyslexia
Inclusion in
Apprenticeships
Free Leadership
Training For Young
Apprentices
Formula 1 Tackling
Diversity Issues to
Make Motorsport
More Inclusive
National
Apprenticeship
Week
Pride in
Apprenticeship
Mental Health
Awareness
How to support
your Muslim
employees during
Ramadhan

73. Partnership working
Collaborations – working well and focus
more on:
Enabling external networking opportunities
Motivating members and apprentices to connect and engage at the events and workshops
Support, guide and advice apprentice who require further assistance
Access to Cognassist Digital Cognitive Assessments
Empower LGBTQ+ people to be themselves in these environments
Help apprentices gain confidence to start their careers
Provide information of LGBTQ+ youth groups, rights in the workplace and self-advocacy

74. English Apprenticeships: Our 2020 Vision
Supporting diversity in apprenticeships and
access for all
• We are committed to increasing the
proportion of apprentices from BAME
backgrounds by 20%
English Apprenticeships: Our 2020 Vision
Dec 2015

75. Endorsements
SIR MARTIN SORRELL - EXECUTIVE CHAIRMAN OF
S4 CAPITAL
•Diversity and inclusion are fundamental to stimulate the growth of any
successful company. Apprenticeships are a very valuable entry point for
fresh, young, diverse talent and a good tool for improving social mobility.
Apprenticeships can create career paths, as we saw with the WPP
Fellowship programme, and strengthen the talent pipeline from Apprentice
to the top levels of any company. These (BAME Apprenticeship Awards)
identify strong role models in the industry and showcase great talent from
all backgrounds. Congratulations to all the finalists and winners.
JAMES CAAN - FOUNDER OF RECRUITMENT GUIDE
•Apprenticeships have become more and more important to our economy.
The need to rapidly upskill the next generation of industry leaders has
proven to be a success delivering not only for the apprentices but for
businesses and the economy. In the BAME Community sadly, there is a
stigma attached to apprenticeships and it is seen as something lesser than
a degree or getting into employment straight away.
ANDY STREET - METRO MAYOR FOR WEST
MIDLANDS
•We are keen to increase the number of high-quality apprenticeships
available across the West Midlands and ensure that all our communities
are aware of, and have access to, the fantastic opportunities available.
Across the West Midlands, we want more degree and higher level
apprenticeships and more apprenticeships in key growth sectors like
engineering, design and digital.

76. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.

77. 100 BAME Apprentices Report
Key Insights on Culture & Diversity in Apprenticeships
BAME apprentices are facing numerous challenges,
influencing their engagement with apprenticeships, as
well as their experiences once in an apprentice role.
They wish to be part of support networks to improve
their experiences.
Employers also require support to recruit more
apprentices from BAME backgrounds.

78. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.
Key Insights on Culture & Diversity in
Apprenticeships
BAME apprentices are facing numerous
challenges, influencing their engagement with
apprenticeships, as well as their experiences
once in an apprentice role.
They wish to be part of support networks to
improve their experiences.
Employers also require support to recruit more
apprentices from BAME backgrounds.
100 BAME Apprentices
Report

79. Where are we going to?
Where are we heading?
What has worked well and what do we need
to do?

80. Current conversations

81. Current Landscape of Youth
Unemployment
• National unemployment including young
people is 1.3 million
• Youth unemployment remains 6.9%
higher than the national figure
• Short term unemployment is at it’s lowest
rate ever
• Economically inactive has increased to
21.4%
• Increase is largely driven by 16-24
year olds
• Reported Apprentices dropout rate for
20/21 was 47%
• High Academic Requirements in
apprenticeships are a barrier to many
young people who are economically
inactive

82. Other Conversations…
• Developing workforce skills in strong
economy, technology

83. What does our future look like
us?

84. Partnership working
What’s worked well?
Enabling external networking opportunities
Motivating members and apprentices to connect and engage at the events and workshops
Support, guide and advice apprentice who require further assistance
Access to Cognassist Digital Cognitive Assessments
Empower LGBTQ+ people to be themselves in these environments
Help apprentices gain confidence to start their careers
Provide information of LGBTQ+ youth groups, rights in the workplace and self-advocacy

85. BAME Apprenticeship Alliance – The Brands:

86. BAME Apprenticeship Alliance
Rebranding took place in July 2022
and now incorporates BAME Apprentice Network

87. BAME Apprentice Network” has transitioned and this name will move to
“Career Progression Network” and encapsulate Career Campus, and Career
Hack

88. Integrating and growing brands
London
Thursday 30th June
Venue: KIA Oval
Manchester
Monday 4th July
Venue: MMU Business
School
Birmingham
Friday 8th July
Venue: Millennium Point

89. Global Careers Alliance – Our ambition to grow global
Our ambition to grow global running Careers Campus, Careers Hack along side our new
UK brand called Career Progression Network

90. Festival of Apprenticeships
• Showcasing Opportunities to Future Talent - Roadshow exhibition promoting and
celebrating all things apprenticeships. More than just a careers fair or conference, the
event is a one-stop shop for anyone looking to find out more about apprenticeships.

91. National Apprenticeship Week Campaign
30 Impactful
webinars
5,000 people
engaged
Attended by 300
Schools &
Colleges
Supported by over
100 Employers,
Learning Providers
& Universities

92. Supported by
Official Media Partner
London
Thursday 30th
June
Venue: KIA Oval
Manchester
Monday 4th July
Venue: MMU Business
School
Birmingham
Friday 8th July
Venue: Millennium Point
Festival of Apprenticeships

93. At KIA OVAL Event…

94. Our Awards …
Celebrating the talent and diversity in Apprenticeships

95. Official Media Partners

97. Our next moves?
97

98. What we can do to champion further
change? (forgive the use of BAME here!)
• Increase visibility of positive BAME
apprentice role models and leaders
• Create a network to support BAME
apprentices with personal and
professional development
• Carry out more research into the
disparities between different ethnicities
Support employers to:
• Engage with BAME communities
• Market more career opportunities to
potential BAME apprentices
• Create more progression opportunities for
BAME apprentices
• Develop a more diverse, inclusive and
equal workplace for all

99. BAME Apprenticeship Alliance Patrons - Our
Focus
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
Coca Cola European
Partners
100111 Sent £ 3,500 01/09/2022 Sharon Blyfield Yes
JTL 100108 Sent £ 3,500 01/10/2022 Rachel Jagger-Thomas Yes
The Development
Manager
(TDM)
100133 Sent £ 1,799 01/10/2022 David Tomkins Yes
NOCN 100113 Sent £ 3,500 01/11/2022
Graham Hasting-Evans
Louise Allen
Yes
Lifetime Training 100124 Sent £ 3,500 01/11/2022 George Dee Yes
Rural Payments
Agency
100126 Sent £ 3,500 01/11/2022
Aisling Musson
Caroline Ormandy
Yes
RSPCA 100134 Sent £ 3,500 01/12/2022 Kayleigh Curry Yes
Bentley Motors Limited 100128 Sent £ 3,500 01/02/2023
Sophie Baldcock
Tom Russell
Yes
Acacia Training Limited 100129 Sent £ 3,500 01/02/2023 Victoria Sylvester Yes
Kaplan Financial
New Member – New
Terms
( £5,999 Price
Discounted)
£ 4,500 01/04/2023 Jenny Pelling Yes

100. BAME Apprenticeship Alliance Patrons - Our
Focus
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
The Co-op 100130 Sent £ 3,500 01/03/2023 Louise Timperley Yes
Pearson 100131 Sent £ - 01/04/2022 Laura Buttigieg
No
Only paid for 1 Qtr.
Open University 100119 Sent £ 3,500 01/04/2023
Viren Patel/
Laura Edwards
Yes
Severn Trent 100106 Sent £ 1,500 01/07/2022 Jade Pearson Yes
WorldSkills UK 100109 Sent Complimentary 01/07/2022 Justine Pernice Yes
NCFE 100116 Sent £ 3,500 01/07/2022 Dan Howard Yes
Solus (London) Limited 100132 Sent £ 3,500 01/07/2022
Samantha Ranger
Ayode Duroshola
Yes
United Utilities 100120 Sent £ 3,500 31/07/2022 Jacqueline Kawczak Yes
Dudley College
(Dual membership with
Black Country and
Marches IoT)
100112 Sent £ 1,750 02/08/2022 Debbie Goode Yes
Black Country and
Marches IoT
(Dual membership with
Dudley College)
100122 Sent £ 1,750 01/09/2022
Georgina Barnard
Yes

101. BAME Apprenticeship Alliance Patron’s –
Pipeline / Prospect
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
Kaplan International £ 5,999 (Proposed) Lydiah Igweh
Mars £ 5,999 (Proposed) Justin Boxall
NHG £ 5,999 (Proposed) Mindy Athwal
Equans £ 5,999 (Proposed) Zoe Mitchell

102. Apprenticeship Diversity and Social
Mobility Forum (ADSM Forum) - Sponsor
Company Name Sponsorship Value Contact Name
Open University Viren Patel
Mindful Education Raj Kumaran
Social Mobility Commission
City and Guilds Foundation

103. “Step 1 – quick actions and doing”
Where are we?
o Checking in -assuring and supporting whilst appreciating the experience of our existing
Patrons and pipeline.
o Providing additional quick wins with support given to both improving what we have for them
o Quick wins: Obtaining case studies and testimonials to support positive experiences from both
employers and learners

104. “Step 2 – a bit of deep diving”
What do we need to do more of
o Checking further support given to both and whether this can be improved
o Doing more of the support – bringing in the ADSM Forum and othes
o Creating content and opportunities

105. Quick personal reflection if I may
the Current conversations & add
some of context.

106. Our focus…
106

107. What we can do to champion further
change? (forgive the use of BAME here!)
• Increase visibility of positive BAME
apprentice role models and leaders
• Create a network to support BAME
apprentices with personal and
professional development
• Carry out more research into the
disparities between different ethnicities
Support employers to:
• Engage with BAME communities
• Market more career opportunities to
potential BAME apprentices
• Create more progression opportunities for
BAME apprentices
• Develop a more diverse, inclusive and
equal workplace for all

108. Getting it right for our partners:
Develop Key Stakeholder, Marketing and Comms Plan:
Relentless focus on: Messaging & comms
Promote good news and share stories – become their “PR” and
support Patrons posts on social media and give greater leverage and
reach to their messaging and communications
Peer Support and Linking up
Sharing Good practice, and getting accountability support

109. What does further success here look
like?
Stability and Growth - internally & externally
Clear and Concise messaging and comms plan
Greater partnerships and effective collaborations
Renewal of patrons and additional patrons
THE ‘Go To ’ organisation & PR support for our Patrons

111. What we can do to champion further
change? (forgive the use of BAME here!)
• Increase visibility of positive BAME
apprentice role models and leaders
• Create a network to support BAME
apprentices with personal and
professional development
• Carry out more research into the
disparities between different ethnicities
Support employers to:
• Engage with BAME communities
• Market more career opportunities to
potential BAME apprentices
• Create more progression opportunities for
BAME apprentices
• Develop a more diverse, inclusive and
equal workplace for all

112. Promoting social mobility,
diversity, inclusion, and equity
in apprenticeships
Celebrating the talent and
diversity in Apprenticeships

113. What we offer: employer and learner
providers
Access to Advice &
Research
• Free and impartial information,
advice and guidance, helping
to link employers for under
represented unemployed
young people
Part of a network
• Attend a variety of events,
share best practice and
connect with likeminded
thought leaders
Promote
• Support your workplace to
promote diversity and equal
opportunities
Collaborate
• Being part of the alliance,
driving change

114. Where we operate

115. Promoting social mobility, diversity,
inclusion, and equity in apprenticeships

116. Supported by:

117. BAME Apprenticeship Alliance & BAME Apprentice Network
Promoting social mobility, diversity, inclusion, and equity in
apprenticeships

118. Promoting social mobility, diversity,
inclusion, and equity in
apprenticeships

119. Final Thoughts and Thank you
01 July 2022