Sponsorship for long-term qualification based courses

Sponsorship for long-term qualification based courses

Guidance notes - June 2008

1. Introduction

1.1 The GLA recognises the importance of learning and development for all employees. The organisation's position is that, where possible, it will fully support employees' ambitions to learn and develop. The approach will give employees and managers as much flexibility as possible to agree what is right for both them and for the organisation. This process begins with effective performance management and identifying opportunities which support performance objectives and an employee's personal development plan.

1.2 A proportion of the corporate training budget is allocated to the sponsorship of qualification-based courses from which employees can bid for funding through an application process (see sponsorship for funding application form).

2. Equalities and positive action

2.1 The GLA is formally committed to equalities and positive action in learning and development. This means that line managers must ensure that all employees have equal access to a range of learning opportunities that are appropriate to their performance objectives and career development.

2.2 The GLA particularly encourages applications from under-represented groups. All applications and funding decisions are monitored in accordance with GLA's equality groups.

3. Using the performance management system

3.1 The proposal to undertake a course should have been identified during a performance review discussion. It should be a joint decision. It is important the proposal is part of a planned approach to development and not ad hoc, or `out of the blue'. It should be in context with the overall learning objectives of the individual, their career development plans and the needs of the organisation.

4. Criteria for supporting applications

4.1 There should be clear links with the corporate plan and/or the published directorate plan where appropriate. The GLA cannot support courses that are purely based on the employee's interests alone. There must be a connection to organisational goals and objectives from the corporate/directorate plan.

4.2 If a particular course is considered necessary for the employee to carry out a job effectively, the manager may consider sponsoring the employee to undertake that course. In this case, payment should come from the departmental training budget.

4.3 The GLA may wish to honour a new employee's commitment to a programme of study started prior to their arrival provided this has been agreed during the recruitment process. This decision, however, would be based on the programme's relevance to the role, and the potential benefits to the organisation. In this case, payment is from departmental training budgets.

5. Things to consider when discussing a potential application

5.1 The discussion between the line manager and the employee should cover the following areas:

The employee's personal commitment to the programme of study.
The employee's short and long-term learning and career objectives.
The suitability of the course.

The exigencies of the service. This would be particularly important if the employee has to reduce their hours of work after starting a course of study. Approval should not be given if it means that directorate services will be significantly limited and alternative arrangements cannot be made to ease the problem.
The employee should have successfully completed their probationary period at the time of application. No funding can be backdated or paid retrospectively.
Satisfactory sickness and absence record for the employee for the current year and the whole of the previous year.
That the employee made satisfactory progress in any previously sponsored courses.
The need to use workplace facilities, e.g. IT equipment, photocopying etc.
Competing demands for funding and time. What will be the impact for others in the team? Although it can sometimes seem unfair, it can be justifiable to fund one person at the expense of others because of their role in the organisation at that particular time.
Whether the applicant is BAME, female and/or disabled and wishing to undertake studies in areas where these groups are currently under-represented.
Whether the employee could accept part funding of the total required - there is an agreed principle that a maximum of 80% funding will be granted for a qualification-based course.
It is considered that the course will enable the employee to be more effective in their job, as part of a team and as a contributor to the achievement of wider organisational goals.
It is believed that the course is relevant to the employee's longer-term career development goals within the organisation. In other words, it may not be directly applicable to the job they are doing at the current time, but change(s) in future workloads is anticipated, which will require new skills and knowledge.
Whether the employee has actively sought opportunities in other departments to support their studies.

6. Considering alternatives

6.1 The employee and manager should consider alternative forms of development other than training courses including further and higher education courses. Some examples are secondments, working on or managing discrete projects, job shadowing and coaching and mentoring. These things can be tailored to individual requirements and may be more appropriate depending upon individual objectives.

6.2 For staff whose highest existing qualifications are below Level 3 in the National Qualifications framework (equivalent to A' levels), funding can be sourced through Train to Gain. Train to Gain funding is available for qualifications up to Level 3 (such as Level 3 NVQ's).

6.3 Seek advice from the learning and development team if you would like to explore any of the above options further.

7. What can you apply for sponsorship for?

Course fees - there is an agreed principle that a maximum of 80% funding will be granted for a qualification-based course

Registration fees
Exam fees - for first attempts only
Mandatory residential courses, field trips etc
Student membership of a professional institution, where it is a prerequisite of the course. Thereafter, subscriptions will not be paid unless membership is essential in order to act on behalf of the GLA.
Textbooks - a maximum of £100 for the entire course. Books purchased with this money become the property of the GLA on completion of the course so others can use them subsequently. Please note that Information Services are also able to request loans (paid) from the British Library, and the cost of these will count against the textbook allowance.
Out of pocket travelling expenses, i.e. additional to the normal cost of getting to work.

8. The decision-making process

8.1 Applications are reviewed by a panel once a year (June/July). This process allows the panel to consider all applications together and fairly allocate funding avoiding a `first come first served' scenario.

8.2 The panel is made up of representatives from across the GLA and is chaired by Stephanie Swan, Directorate Support Manager in Policy and Partnerships.

8.3 The sponsorship panel may request additional information from the applicants in writing or by inviting them to attend part of the panel meeting to answer additional questions. In case of the latter, the panel meeting date will be published as soon as possible so applicants can ensure they are available on that date if additional information is required.

9. Allocation of funding

9.1 The sponsorship panel will review the applications against pre-set criteria, and will make recommendations whether to support the application and how much (percentage of ) funding should be made available. The criteria are:

relevance to the employee's development in the current role and individual performance objectives (please note that the central learning & development funding cannot be used for qualifications/skills that are necessary for the job at the time of recruitment - this type of training should be covered by the departmental training budgets)
relevance to the organisation
relevance to the employee's career development (please note that applications which are based solely on relevance to personal career objectives cannot be supported)
whether and how the employee proposes to share their learning with their immediate colleagues as well as the whole organisation
the employee's history and level of previous funding for external qualifications.

9.2 Applications are evaluated on the basis of how the course will benefit the employee in their current role, future career development and how it will contribute to the overall achievement of corporate objectives. Therefore, it may be the case that some applicants will not be successful in obtaining funding.

9.3 The budget available is finite and may vary from year to year, therefore funding at the level recommended by the panel is not guaranteed. Once the recommendations are made, the Learning and Development Team will make final allocations to the successful applicants based on the funding available for the particular year i.e. these may be reduced pro-rata if there is insufficient funding.

9.4 If funding is granted, the amount/percentage allocated can vary for different applicants. The list of successful applicants and the percentage funding offered to them will be made available to all applicants on request. Unsuccessful applicants will receive feedback regarding the basis of the panel decision.

9.5 Funding can only be agreed for one year. If a course is longer than one year, staff will need to re-apply each year providing a case for continued sponsorship, including information on their results and progress. If the budget for this type development significantly decreases in the future, priority will be given to fund those staff who are in the middle of longer-term courses.

9.6 The maximum contribution the GLA is willing to provide is 80% of the total qualification cost. It is expected that the applicants will contribute a minimum of 20% themselves towards the external qualification in recognition that it supports their future career development. The maximum amount of funding the GLA will contribute is £5,000 per applicant for the duration of the course (regardless of the length of the course) and no more than £2,500 in any one budget year.

9.7 If an employee is turned down on financial grounds or offered part-sponsorship (less than 80%), but it is still felt that the course would be worthwhile, it might be possible to reach a compromise solution that will enable them to undertake the course. This could be through the use of departmental training budgets in addition to the organisational and individual contribution.

10. Terms and conditions

10.1 If sponsorship is granted, the following terms and conditions apply:

Employees will be required to repay all, or part, of financial sponsorship for long-term qualification based courses (one year or more) if they leave the GLA under the following circumstances:

1) Employees leaving a course at any time after they have started, but before they have completed it, or who fail to qualify, will be required to repay 100% of the sponsorship provided by the GLA.

2) Employees leaving the GLA within one year of completing the course, will be required to repay 50% of the sponsorship provided by the GLA.

3) Employees leaving the GLA after one and within two years of completing the course, will be required to repay 25% of the sponsorship provided by the GLA.

4) The GLA may, in exceptional circumstances, consider whether to waive some or all of the repayments. These circumstances include where the employee is leaving the GLA to take up paid employment in one of the GLA Group organizations or a London borough. To request a waiver, the employee will make a written case to the Learning & Development Manager as soon as possible after handing in their notice. Any proposal to waive fees will be subject to the approval of the Executive Directors of Corporate Services and Finance and Performance.

5) If it is necessary for the GLA to recoup funding, this will be done either by deduction from the final salary payment or, if the amount exceeds that figure, a payment plan will be agreed with the employee.

10.2 It is expected that re-sitting of exams for reasons other than sickness will be done in the employee's own time and at their own expense. The Director of Corporate Services might agree exceptions, following receipt of a written argued case submitted to the Learning and Development Manager.

10.3 Study facilities may be withdrawn if the employee fails to show satisfactory progress with the course, or if they consistently fail to attend or are consistently late to college. The line manager should receive regular progress reports.

10.4 The employee must notify their line manager and the college if they cannot attend college for any reason.

10.5 The employee is expected to attend work during college vacations, and at any other times when lectures/study periods have been suspended.

11. Study leave and exam leave

11.1 In accordance with the terms and conditions of employment, if the GLA sponsors training, employees may be granted time off as follows:

Paid study leave of up 6 days per academic year;
Paid exam leave - half day per exam, if this falls outside a normal college day. Employees will be expected to return to work before or after an exam

unless study leave has been agreed by their manager.

Time off with pay to attend classes - in exceptional circumstances and at the discretion of the line manager.

11.2 The dates of absence should be approved in advance with the line manager.

12. Projects and Dissertations

12.1 If the employee is required to complete a project or dissertation as part of their course, the topic should be discussed and agreed with their line manager beforehand. The following should be considered:

The benefits of choosing a particular topic for the employee, their Directorate and the GLA.
Any assistance the employee is likely to need in terms of, for example, introductions to other people, referrals to other organisations, guided reading, complementary pieces of work, equipment etc.
Arrangements for any time that the employee will have to spend away from normal duties, and/or the time required that is additional to what has already been allowed for regular lectures etc.
How the project outcomes/learning will be fed-back into the organisation and how it will assist the employee's job.
Whether the use of research questionnaires etc. within the organisation can be supported within the organisation.

13. Support and follow-up for the employee

13.1 This is a key management responsibility. Managers should think about how they can offer support to the employee whilst they are doing the course, how progress will be reviewed and how opportunities can be created for the employee to put their new skills and knowledge into practice. These new skills will quickly become redundant if they are not applied and therefore the investment will be wasted. Follow-up activities are vital because they consolidate learning and help to monitor development of the employee.

It is planned to establish a network of staff undertaking long-term external qualifications in 2008 to support staff with their projects, dissertations and management of studying and work. The network will support knowledge sharing and cross-departmental projects. All staff who are benefitting from sponsorship by the GLA are strongly recommended to join the network.

Agnieszka Lenton

Learning and Development Manager

June 2008