Talk to INLOGOV about your MSc Executive Apprenticeships

 

The MSc Public Management and Leadership Executive Apprenticeship is a new course that has been developed in partnership with SOLACE.  It’s being offered by INLOGOV from October 2018 and has been designed with the Apprenticeship Levy in mind.

Catherine Mangan, Director of INLOGOV, explains why it’s worth thinking about.

“Here at INLOGOV we have been working in partnership with local councils for over 50 years to provide training and learning that is tailored to meet the needs of local government.

We have evolved as you have evolved and we understand what matters to you and to your employees. The challenges of austerity and of working with the wider public sector, for example, are major themes in our research and in our courses.

If you have been working with us on our 21st Century Public Servant project, on commissioning, on commercialisation or on co-production (to name just a few), you will know that staying in touch with local government is part of what makes our research cutting edge.

Using the Apprenticeship Levy to Support Senior Leaders

If you are thinking about investing your apprenticeship funding in the development of your senior managers, then we would love to talk to you.

Whether you are integrating MSc Apprenticeships with your existing leadership programme or creating something new, we can work with you to deliver an MSc Executive Apprenticeship that helps you to attract, retain and develop talented staff and to:

  • Prepare the next generation of senior managers and leaders
  • Recruit the brightest and best into graduate entry posts
  • Invest in your current senior leaders

This course is a way for you to promote a learning culture in your organisation and, through carefully targetted workplace projects, the MSc Executive Apprenticeship will also give you extra capacity to address pressing organisational challenges.

For employees the MSc Executive Apprenticeship is a way to gain an internationally recognized masters degree from a Russell Group University and a professionally recognized qualification without having to pay fees.

About the Course

The core elements of the apprenticeship have been designed with the new Apprenticeship Levy in mind so that local authorities have the option to use their apprenticeship funding to develop their senior leaders.

The workplace elements can be tailored to ensure that the 20% of time that students spend ‘off-the-job’ provides the maximum added value while fitting flexibly around service delivery. Throughout the course students will have access to INLOGOV staff and resources to help ensure that both their academic and workplace studies are a success.

The programme, which typically takes two and a half years, involves a combination of in-work learning and University study.  Participants will be offered a tailored experience and the opportunity to study in the UK’s leading academic centre for local governance and public management.

The MSc element of the apprenticeship combines online course material with a small number of days of more traditional teaching. This gives students both the flexibility that comes with distance learning and the benefit of a campus experience where they get to mix with apprentices from other councils and international students doing our regular MSc in public management.

On successful completion of the Executive Apprenticeship, participants will have acquired the knowledge, skills and qualities necessary to become dynamic and effective leaders of public sector organisations and will be awarded an MSc in Public Management and Leadership from the University of Birmingham, a Chartered Management Institute (CMI) Level 7 Diploma in Strategic Management and Leadership, and Chartered Manager Status (subject to necessary experience) through the CMI.

You can find out more on the INLOGOV website here.

About INLOGOV

The Institute of Local Government Studies (INLOGOV) is the leading UK centre for the study of public service management, policy and governance. With over 50 years of experience working within local government and the public sector, the Institute of Local Government Studies creates the latest thinking for public servants.

INLOGOV is uniquely placed to offer the executive apprenticeship.  As a team, we combine expertise in local government, experience of working with local councils, excellence in teaching and we are a pioneer in offering an online Masters in Public Administration.

We also have a strong track record of co-designing postgraduate programmes with local authorities and public organisations, including delivering the training component of the National Graduate Development Programme in partnership with SOLACE, for the Local Government Association.

Our staff come from varied disciplinary backgrounds and regularly work with politicians, managers, communities and partner organisations to enhance practice through academic insight.  We are engaged in policy and management research, continuing professional and management development and consultancy for central government and other national and local agencies. We draw great strength from our close links with the world of practice in local government, the voluntary sector and other public service agencies, for example those of criminal justice.

We offer a range of postgraduate degrees, at Doctoral, Masters, diploma and certificate levels. We welcome applications for part-time study as well as full-time. Our applied research activity feeds directly into our programmes, so our participants are among the first to hear the latest research findings and to reflect on how new thinking might impact on future policy and practice.

If your organisation is interested in the MSc Executive Apprenticeship contact:

Stephen Jeffares [email protected] or Louise Reardon [email protected]

Never mind who you voted for, where did you do it?

Chris Game

They’ve become a standard feature of the election season – complaints about the complete or partial closure of schools selected as polling stations. Some, no doubt, are from the actual children whose education is being potentially disrupted.  But more come from heads of affected schools – who are informed, rather than requested, by their respective council Returning Officers, and feel they have little say, even over any financial reimbursement – and from teachers, who have no leave entitlement but are expected somehow to make up lost teaching time.

Bitterest protesters, though, are understandably working parents. Facing fines if they decide to take their children out of school for a day, even for something educational, they’re told by, in effect, their Local Education Authority that in this case they must do so, and no, on this occasion it’s really not detrimental to their child’s learning.  Plus, they must find and pay for responsible childcare at pretty short notice.

This year was less irksome than those when polling day is in Bank Holiday week itself, but for many it was still pretty unsettling: close on Thursday, reopen Friday, close on Monday, reopen Tuesday.  And last year, of course, we had Theresa May’s ‘snap’ General Election in early June, called too late to combine with the locals, thereby doubling the grief for many.

But for how many?  Difficult, because in our localised ‘system’ of electoral administration, no one really knows. Local authorities select the buildings they’ll use as polling places, and the Electoral Commission keeps no collated records.  All we actually know is that it differs from council to council – greatly, as was illustrated by one of this year’s complainants – the independent campaigning group Parents Outloud, as reported in the London Evening Standard.

Even the group’s non-systematic comparison of London borough polling arrangements showed that practices varied widely. “In Tower Hamlets, 43 school buildings were turned into polling stations, in Croydon 33, Kensington & Chelsea 18, Kingston upon Thames seven … and in Camden four schools closed.”

“Turned into” obviously isn’t the same as “closed”, but it seemed clear Camden’s approach differed markedly from that of at least some of those other boroughs. And a check of the council’s complete list of 60 polling stations showed just five schools in total, or 8%. The other 55 were community centres, council buildings, church halls and other religious venues, libraries, gymnasia, and, pleasingly, The Pirate Castle – which isn’t in this case a pub, but a children’s water sports centre on the Grand Union Canal. Either way, though, it and Camden’s other 54 polling stations wouldn’t have involved children missing a day’s school and parents having to find child care.

I don’t know if it’s an actual Camden policy to avoid using schools where possible, and ignore the Electoral Commission’s guidelines positively pushing schools as an easy and financially advantageous option:

“Schools that are publicly-funded, including academies and free schools, may be used as polling stations free of charge, and the legislation allows Returning Officers to require a room in such schools for use as a polling station.”

But I once did some work for the 2007 Councillors Commission, chaired by Dame Jane Roberts, a former Leader of Camden Council and also a Child Psychiatrist, and I’d be surprised if it’s accidental.

It also prompted me to check Birmingham’s list of polling places, particularly as journalist Anna Tobin had done a detailed count of all 460 in 2014, finding that 60% were in schools, whereas for Leeds’ 357 it was only a quarter. As she acknowledged, from a Returning Officer’s perspective, schools tick all the boxes: general accessibility, disabled access, available parking, facilities for polling station staff, and above all free to hire. In short, the almost too easy option. There’s little doubt local authorities could be a lot more imaginative, if they chose, and examples are cited, like Cambridge City Council, that manage simply not to use schools as polling stations.

Beyond that, one’s instinctive solutions depend a bit on perspective.  Parents Outloud are clear that, if councils can’t or won’t find alternatives to schools, then one or the other should provide free childcare. To which I’m extremely sympathetic, but I’m not and never have been a parent.  My own preferred solution, therefore, would be to do what the great majority of countries do and hold elections at the weekend – whether on Sunday, which most do, or Saturday, or even both doesn’t particularly bother me.

I used to have a map of countries’ usual election days, which at a push – including explanations of why, say, Americans always vote on the first Tuesday after November 1st, and the Irish, as in this month’s abortion referendum, on Fridays – could be spun into a whole lecture.

map_Usual election days

My received understanding of our post-1918 choice of Thursdays, incidentally, was that it was the day furthest from either pay-day Friday, when voters might be unduly grateful to Conservative brewers, or Sunday, when more Liberal-inclined Free Church clergymen could get at them.

The last Labour Government, curious as to whether weekend voting might reinvigorate the democratic process, and – who knows? – maybe get more potential party supporters into polling stations, issued a consultation paper on Weekend Voting almost exactly ten years ago. The evidence was mildly positive. Among responding members of the public, a small majority supported weekend voting, and in an Ipsos MORI survey (p.22) 36% of self-identified non-voters said they’d be more likely to vote at the weekend, with just 2% saying they’d be less likely to.

Unsurprisingly, like so many constitutional reform initiatives, this one came to nothing, and, with weekend voting being such an obviously entrenched Euro-practice, it’s not about to be resuscitated any time soon. Personally, therefore, I’m getting behind Parents Outloud: free childcare or, better still, the ears of some sympathetic Returning Officers.

chris gameChris Game is a Visiting Lecturer at INLOGOV interested in the politics of local government; local elections, electoral reform and other electoral behaviour; party politics; political leadership and management; member-officer relations; central-local relations; use of consumer and opinion research in local government; the modernisation agenda and the implementation of executive local government.

 

All views expressed in this blog are those of the author and not of INLOGOV or the University of Birmingham.