SECTION A: DETAILS OF THE PROGRAMME AND AWARD. QAA Business Management (2015)

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1 PROGRAMME SPECIFICATION (APPRENTICESHIP) The Programme Specification is designed for apprentices, academic staff and employers. It provides a concise summary of the main features of the programme and the intended learning outcomes. SECTION A: DETAILS OF THE PROGRAMME AND AWARD Programme Title Apprenticeship Standard Awarding Body Teaching Institution Faculty Name of Final Award NQF/FHEQ Level of Qualification QAA Subject Benchmark Statement Course Code Mode of Delivery Length of Study Number of Intakes Regime of Delivery Language of Study Programme Accreditation BA (Hons) Business Management Chartered Manager Degree Apprenticeship (CMDA) Buckinghamshire New University Buckinghamshire New University Design, Media & Management Bachelor of Arts with Honours, BA (Hons) Level 6: Bachelor's degree with honours QAA Business Management (2015) TBC Part Time Four Years 1 September Work-Based Learning English n/a Month and Year valid from 01 September 2017 Publication & Revision Dates 31 May 2017 Programme Introduction Degree Apprenticeships combine university study and work-based learning to enable apprentices to gain a full bachelor s degree. This provision of an academic undergraduate degree is integrated with the development of experience, practice and learning in the workplace. An apprentice has paid employment status and does not pay any training costs or student fees. Degree Apprenticeships are co-designed by training providers (in this case the University) and employers ensuring that apprentices are equipped with the skills employers need and to develop their own future career. This Chartered Manager Degree Apprenticeship (CMDA) programme equips apprentices with the skills and strategies to deal with contemporary challenges in global management practice, as well as provide attendees with the confidence, behaviours and subject-knowledge to further develop areas of specialist management, leadership and consultancy. The published Chartered Manager Degree Apprenticeship Standard states: A Chartered Manager is someone who can take responsibility for people, projects, operations and/or services to deliver long term organisational success, with the professional recognition of their ability to deliver impact, behave ethically and demonstrate their commitment to continual learning and development. 1

2 In developing this Degree Apprenticeship, Buckinghamshire Business School (BBS) has carried out extensive market analysis across competitors and wider industry/employability trends. Furthermore, we have consulted with significant industry bodies, senior industry executives as well as across several appropriate SMEs and larger firms. Industry bodies consulted included the CMI, the Chartered Institute of Marketing (CIM), and the Buckinghamshire Institute of Directors (IoD). In terms of specific sector elements we have also consulted with British Airways, the Institute of Hospitality, People First Hospitality, and Academy of Leadership NHS focus groups. Bucks New University s Chartered Manager Degree Apprenticeship reflects demand from within the industry consultations and the published Chartered Manager Degree Apprenticeship Standard. Utilising our existing strengths as a successful blended learning provider to work-based students, our Degree Apprenticeship will offer academic-supported blended learning, workplace-based lectures, and access to standard taught delivery at our campus. Teaching and learning methods have been developed in consultation with local, national and international enterprises and professional bodies, including the CMI Higher Education division, and have also been rigorously mapped to the government standards for CMDA as well as the Chartered Manager Degree Assessment Plan (CMDAP: 2015). The Teaching and Learning methods, however, are not just aligned to existing QAA benchmarks and guidance. Completing this Degree will enable successful apprentices to graduate with a BA (Hons) in Business Management. Nevertheless, in order to gain the CMDA, apprentices will need to further complete and pass various end-point assessments articulated in the CMDAP. These are, according to Government approved regulations (2015); Work Based Project, Portfolio, Interview, Presentation and Question & Answer session. These are assessed after the Degree course is completed, and assessment is conducted by CMI approved assessors. The programme has been developed using the following framework: 2

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4 The Standard and End Point Assessment Plan (EPA) As well as containing on programme training and assessment, all apprenticeship standards require an end-point assessment (EPA). All apprentices must undertake an independent EPA, which is a synoptic assessment of the knowledge, skills and behaviours that have been learnt throughout the apprenticeship. The purpose of the assessment is to make sure the apprentice meets the standard set by employers and are fully competent in the occupation. It is taken by apprentices at the very end of the on-programme phase of training when their employer (and in some cases their training provider) is satisfied that they have met the gateway criteria to undertake the assessment. EPAs are graded and an apprenticeship certificate is only awarded after they are successfully completed. EPA must be administered by an assessor from an approved, independent Apprenticeship Assessment Organisation, and not by the training provider for the on-programme part of the apprenticeship programme. Distinguishing Features of the Programme All businesses require agile and resilient managers, in order to optimise the value and sustainability of their business operations within a kinetic, competitive global market place. The CMDA is designed and dedicated to developing an individual s managerial and leadership capabilities within a team and corporate problem-solving business/service environment. The course will demand that apprentices acquire a wide range of skills and competences useful for dealing competently and ethically with reallife, practical problems found in the workplace and among team environments. The course will focus on the ability to think critically and will, therefore, enable students to analyse and evaluate solutions to complex, situational problems. Distinguishing Features: Flexible Learning: Work-based and supported on-line learning Career-focused study: Enhancing employability, value and executive potential Application of learning to own organisational and industry/sector context Support and Mentoring: By tutors as well as workplace colleagues Real world teaching: Experienced teachers with senior industry backgrounds Real world assessments: Work-based scenarios to enhance expertise and potential Validation: Professional and Academic certification, all whilst you earn Lecturers with extensive industry experience combined with excellent teaching practice Opportunity to share good practice on the programme Features and benefits of the course No tuition fees are payable by apprentices on the CMDA. Upon successful completion of the BA (Hons) Business Management Professional, your skills and ability to deliver impact as a manager is recognised by the award of Chartered Manager status from the Chartered Management Institute (CMI). Staff teaching on this course are research active and apply their work to current business practice through informing government policy, providing consultancy services and supporting entrepreneurs. They share their real world experience with you to ensure that you are close to the issues and emerging trends that affect the business community. By securing a position with a partner employer, offering the Chartered Manager Degree Apprenticeship you will be in full-time work, typically earning a minimum salary of 12,000 per year, with paid time off to study. You will receive the support of an employer mentor and university tutor, who together help coordinate and integrate your learning into the workplace. Work-based assessment allows you to use real-world business scenarios for your project where appropriate. Typically 24 university days per year. 4

5 Admission Requirements Under UK Government requirements, Degree Apprentices must be employed for a minimum of 30 hours per week and must have the right to live and work in the UK (applies only in England). A Degree Apprentice cannot be self-employed. The employer must enter into an Apprenticeship Agreement with the student. All candidates must be employed in a role related to the subject matter of the Degree Apprenticeship and be sponsored by their employer. Applications can only be made through the sponsoring employer. The University will consider all such applications and will have the final decision whether to accept the candidate for entry to the programme. The recommended minimum entry requirements for Level 4 entry to the programme are: UCAS tariff points: points. All applicants must have passes in GCSE English Language and Mathematics at grade C or above. Applications are welcomed from those with qualifications equivalent to the above, for instance from Access Certificate courses. Where an applicant does not have the GCSE qualification the University will provide mechanisms to enable the apprentice to obtain Maths and English Level 2 qualifications. Recognition of Prior Learning The University APL procedures will be used to accredit prior APCL and APEL. Employability Statement / Career Prospects On completion, the apprentice will have the full complement of knowledge, skills and occupational competence and professional attributes to enable them to be gainfully employed as a Chartered Manager. Professional Statutory and Regulatory Body Accreditation The Standard states that on completion, students will become a Chartered Manager accredited by the Chartered Management Institute (CMI). SECTION B: PROGRAMME AIMS, OUTCOMES, LEARNING, TEACHING AND ASSESSMENT METHODS Programme Aims (linked to the standard) The main educational aims of the programme are to: Apply experience gained in the workplace while earning a degree Grow practical business management expertise alongside relevant interpersonal, ethical and leadership skills through the application of the methods and techniques they have learned to review, consolidate, extend and apply their knowledge. Acquisition of coherent and detailed knowledge and understanding of how organisations function and are managed in their specific industry/sector context, and the influencing environmental factors that drive the business Critically evaluate the strategic choices available to organisations and demonstrate a critical appreciation how managerial decisions are taken in their economic, political and cultural context Develop a portfolio to provide evidence of the application of learning 5

6 Equip the apprentices with the knowledge and skills to be able to complete a work based project, requiring research, design and implementation. Programme Learning Outcomes linked to the Apprenticeship Standard All of the programme Learning Outcomes have been specified as part of the Chartered Manager Degree Apprenticeship programme. On completion of the Level 6 Degree apprenticeship for the Chartered Manager, apprentices will be required to have met the following outcomes: Knowledge & Understanding K1 Operational Strategy A systematic understanding of key aspects of how to develop and implement organisational strategy and plans, including approaches to resource and supply chain management, workforce development, sustainability, taking and managing risk, monitoring and evaluation and quality assurance. Know how to manage change in the organisation K2 Project management Ability to deploy accurately established techniques of analysis and enquiry to move a project through planning, design, development, deployment and evaluation. Understand risk management models and reporting, risk benefit analysis and H&S implications K3 Business Finance A conceptual understanding of financial strategies, including budgets, financial management and accounting, and how to provide financial reports; approaches to procurement and contracting, legal requirements and commercial context in an organisational setting and how this changes over time. K4 Sales and Marketing Acquisition of coherent and detailed knowledge on; how to segment and target relevant markets and customers (global and local); analyse opportunities and ways to market; understand the need for innovation in product and service design, in order to develop marketing and sales strategies K5 Digital business and new technologies Critically evaluate approaches to innovation and digital technologies and their impact on organisations; how their application can be used for organisational improvement and development; evaluate the impact on data and knowledge management for supporting business decision-making. Intellectual/Cognitive Skills C1 Communication. Communicate information, ideas, problems and solutions to both specialist and non-specialist audiences through different forms of communication (written, verbal non-verbal, digital) and through awareness of interpersonal skills of effective listening, influencing techniques, negotiating and persuasion C2 Leading People Apply the methods and techniques learned to review, consolidate and apply their knowledge of different inclusive leadership styles and models, organisational culture and diversity management, to develop teams and support people using coaching and mentoring approaches. C3 Managing People - Employ inclusive talent management approaches to set goals and manage performance. recruit, manage and develop people, using HR systems and processes to ensure legal requirements, H&S, and well-being needs. 6

7 C4 Developing Collaborative relationships Demonstrate a conceptual understanding of approaches to stakeholder, customer and supplier management, developing engagement, facilitating cross functional working and negotiation, shaping common purpose, as well as approaches to conflict management and dispute resolution C5 Awareness of self and others Demonstrate the ability to manage self and to be self aware; using emotional and social intelligence, and active listening and open questioning to work effectively with others C6 Management of self Demonstrate the knowledge of how to manage time, set goals, prioritise activities and undertake forward planning in a business environment with a focus on outcomes C7 Decision Making Have the qualities needed to in situations requiring decision making in unpredictable circumstances through aspects of current research. Develop analytical techniques and problem solving skills to evaluate evidence, arguments and assumptions to make sound judgements and an understanding of the values, ethics and governance of your organisation Practical Skills P1 Operational Strategy - Support the development of organisational strategies and plans. Develop and deliver operational plans; being able to set targets and KPIs, manage resources, and monitor and measure outcomes to establish operational effectiveness, efficiencies and excellence. Produce reports that clearly present information and data, using a range of interpretation and analytical processes. Gain wide support to deliver successful outcomes P2 Project management - Plan, organise and manage resources in order to achieve organisational goals. Identify key outcomes, develop and implement plans and monitor progress, and provide reports as required. Proactively identify risk and create plans for their mitigation. Able to initiate, lead and drive change within the organisation, identifying barriers/challenges and how to overcome them. Ability to use widely recognised project management tools P3 Business Finance - Managing budgets, controlling expenditure and production of financial reports P4 Sales and Marketing - Use of customer insight and analysis of data to determine and drive customer service outcomes and improve customer relationships. Creative approaches to developing solutions to meet customer need P5 Digital business and New Technologies - Able to identify service/organisational improvements and opportunities for innovation and growth, using qualitative and quantitative analysis of information and data and benchmarking against others P6 Communication Communicate clearly, effectively and regularly using oral, written and digital channels and platforms. Use active listening and open questioning to structure conversations and discussions, and able to challenge when appropriate. Manage and chair meetings and clearly present actions and outcomes. Ability to apply influencing and persuading skills, to the dynamics and politics of personal interactions P7 Leading People Able to articulate organisational purpose and values. Support the creation of an inclusive, high performance work culture. Enable others to achieve by developing and supporting them through coaching and mentoring P8 Managing People Able to build teams, empower and motivate others to improve performance or achieve outcomes. Able to delegate to others, provide clear guidance and monitor progress. Ability to set goals and accountabilities P9 Developing collaborative relationships Able to build rapport and trust, develop networks and maintain relationships with people from a range of cultures, backgrounds and levels. Able to contribute within a team environment. Effectively influence and negotiate, being able to have challenging conversations and give constructive feedback. Work collaboratively with internal and external customers and suppliers P10 Awareness of self and others Able to reflect on own performance, identifying and acting on learning and development needs. Ability to understand impact on others. Can manage stress and personal well-being, and confident in knowing core values and drivers 7

8 P11 Management of self Able to create personal development plan, and use widely recognised tools and techniques to ensure the management of time and pressure effectively, and prioritisation and strategic alignment of activities P12 Decision Making - Use evidence-based tools and ethical approaches to undertake problem solving and critical analysis, synthesis and evaluation to support decision making Key/Transferable Skills T1 Takes responsibility Drive to achieve in all aspects of work. Demonstrates resilience and determination when managing difficult situations. Seeks new opportunities underpinned by commercial acumen and sound judgement T2 Inclusive Open, approachable, authentic, and able to build trust with others. Seeks the views of others and values diversity internally and externally T3 Agile Flexible to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and adaptable, responding well to feedback and need for change. Open to new ways of working and new management theories T4 Professionalism - Sets an example, and is ethical, fair, consistent and impartial. Operates within organisational values and adheres to the CMI s Professional Code of Conduct and Practice. ( Academic Content Table 1: Programme Learning Outcomes and Mapping to Modules On successful completion of Level 6 BA (Hons) Business Management, a graduate will be able to: Programme Learning Outcomes Apprenticeship Standard Learning Outcomes K K1 K2 K3 K4 Knowledge and Understanding Core Modules (Code) Level 4 Core Modules (Code) Level 5 Operational Strategy* BM461 BM561 Project Management Business Finance BM461 WB402 BM561 WB502 Core Modules (Code) Level 6 BM629 Sales and Marketing MG457 MG556 K5 Digital Business and New Technologies * MG457 BM629 C Intellectual/Cognitive Skills C1 Communication WB501 WB602 C2 Leading People WB501 WB502 C3 Managing People WB501 WB502 8

9 C4 Developing Collaborative relationships MG547 MG556 WB602 C5 Awareness of self and others WB401 WB602 C6 Management of Self WB401 WB501 C7 Decision Making WB401 P Practical Skills P1 Operational Strategy BM561 WB502 P2 Project Management BM561 WB502 P3 Business Finance BM461 WB402 BM629 P4 Sales and Marketing MG457 MG556 P5 P6 Digital Business and New Technologies Communication MG457 WB402 P7 Leading People WB501 WB502 P8 Managing People WB501 WB502 P9 Developing Collaborative relationships P10 Awareness of self and others WB401 WB402 P11 Management of Self WB401 WB402 MG556 WB501 BM629 WB602 WB602 WB602 P12 Decision Making WB501 T Key/Transferable Skills T1 Takes responsibility Portfolio T2 Inclusive Portfolio T3 Agile Portfolio T4 Professionalism Portfolio These learning outcomes will relate to the Work Based Project On successful completion of a Level 6 Ordinary degree, graduates will have achieved the majority of the learning outcomes specified above for the full Honours award with the exception of completing the Work based Project. The above learning outcomes will be demonstrated by the achievement of a combined total of 300 credits comprising 120 credits at Level 4, 120 credits at Level 5 and 60 credits at Level 6 for this programme. On successful completion of Level 5 Diploma in Higher Education, a graduate will be able to demonstrate achievement of the following learning outcomes: 9

10 Project management Ability to deploy established techniques of analysis and enquiry to move a project through planning, design, development, deployment and evaluation. Understand risk management models and reporting, risk benefit analysis and H&S implication Business Finance A conceptual understanding of financial strategies, including budgets, financial management and accounting, and how to provide financial reports; approaches to procurement and contracting, legal requirements and commercial context in an organisational setting and how this changes over time. Sales and Marketing Acquisition of detailed knowledge on; how to segment and target relevant markets and customers (global and local); analyse opportunities and ways to market; understand the need for innovation in product and service design, in order to develop marketing and sales strategies Communication. Communicate information, ideas, problems and solutions to both specialist and non-specialist audiences through different forms of communication (written, verbal nonverbal, digital) and through awareness of interpersonal skills of effective listening, influencing techniques, negotiating and persuasion Leading People Apply the methods and techniques learned to review and apply their knowledge of different inclusive leadership styles and models, organisational culture and diversity management, to develop teams and support people using coaching and mentoring approaches. Managing People - Employ inclusive talent management approaches to set goals and manage performance. recruit, manage and develop people, using HR systems and processes to ensure legal requirements, H&S, and well-being needs. Developing Collaborative relationships Demonstrate an understanding of approaches to stakeholder, customer and supplier management, developing engagement, facilitating cross functional working and negotiation, shaping common purpose, as well as approaches to conflict management and dispute resolution Awareness of self and others Demonstrate the ability to manage self and to be self aware; using emotional and social intelligence, and active listening and open questioning to work effectively with others Management of self Demonstrate the knowledge of how to manage time, set goals, prioritise activities and undertake forward planning in a business environment with a focus on outcomes Project management - Plan, organise and manage resources in order to achieve organisational goals. Identify key outcomes, develop and implement plans and monitor progress, and provide reports as required. Identify risk and create plans for their mitigation. Able to initiate, lead and drive change within the organisation, identifying barriers/challenges and how to overcome them. Ability to use widely recognised project management tools Business Finance - Managing budgets, controlling expenditure and production of financial reports Sales and Marketing - Use of customer insight and analysis of data to determine and drive customer service outcomes and improve customer relationships. Communication Communicate clearly and regularly using oral, written and digital channels and platforms. Use active listening and open questioning to structure conversations and discussions, and able to challenge when appropriate. Manage and chair meetings and clearly present actions and outcomes. Ability to apply influencing and persuading skills, to the dynamics and politics of personal interactions Leading People Able to articulate organisational purpose and values. Support the creation of an inclusive, high performance work culture. Enable others to achieve by developing and supporting them through coaching and mentoring Managing People Able to build teams, empower and motivate others to improve performance or achieve outcomes. Able to delegate to others, provide clear guidance and monitor progress. Ability to set goals and accountabilities Developing relationships Able to develop networks and maintain relationships with people from a range of cultures, backgrounds and levels. Able to contribute within a team environment. Influence and negotiate, being able to have challenging conversations and give constructive feedback. Work collaboratively with internal and external customers and suppliers 10

11 Awareness of self and others Able to reflect on own performance, identifying and acting on learning and development needs. Ability to understand impact on others. Can manage stress and personal well-being, and confident in knowing core values and drivers Management of self Able to create personal development plan, and use widely recognised tools and techniques to ensure the management of time and pressure effectively, and prioritisation and strategic alignment of activities Inclusive Open, approachable, authentic, and able to build trust with others. Seeks the views of others and values diversity internally and externally Agile Flexible to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and adaptable, responding well to feedback and need for change. Open to new ways of working and new management theories Professionalism - Sets an example, and is ethical, fair, consistent and impartial. Operates within organisational values and adheres to the CMI s Professional Code of Conduct and Practice. ( The above learning outcomes will be demonstrated by the achievement of a combined total of 240 credits comprising 120 credits at Level 4 and 120 credits at level 5 for this programme. On successful completion of Level 4 Cert HE, a graduate will be able to demonstrate achievement of the following learning outcomes: Business Finance A conceptual understanding of financial strategies, including budgets, financial management and accounting, and how to provide financial reports; approaches to procurement and contracting, legal requirements and commercial context in an organisational setting and how this changes over time. Communication. Communicate information, ideas, problems and solutions to both specialist and non-specialist audiences through different forms of communication (written, verbal nonverbal, digital) and through awareness of interpersonal skills of effective listening, influencing techniques, negotiating and persuasion Awareness of self and others Demonstrate the ability to manage self and to be self aware; using emotional and social intelligence, and active listening and open questioning to work effectively with others Management of self Demonstrate the knowledge of how to manage time, set goals, prioritise activities and undertake forward planning in a business environment with a focus on outcomes Business Finance - Managing budgets, controlling expenditure and production of financial reports Communication Communicate clearly and regularly using oral, written and digital channels and platforms. Use active listening and open questioning to structure conversations and discussions, and able to challenge when appropriate. Manage and chair meetings and clearly present actions and outcomes. Ability to apply influencing and persuading skills, to the dynamics and politics of personal interactions Awareness of self and others Able to reflect on own performance, identifying and acting on learning and development needs. Ability to understand impact on others. Can manage stress and personal well-being, and confident in knowing core values and drivers Management of self Able to create personal development plan, and use widely recognised tools and techniques to ensure the management of time and pressure effectively, and prioritisation and strategic alignment of activities Professionalism - Sets an example, and is ethical, fair, consistent and impartial. Operates within organisational values and adheres to the CMI s Professional Code of Conduct and Practice. ( The above learning outcomes will be demonstrated by the achievement of 120 credits listed at Level 4 for this programme. Where exit awards are made, this will result in non-completion of the apprenticeship. 11

12 Learning, Teaching and Assessment Methods to achieve the Programme Learning Outcomes How will apprentices learn? Throughout the award the objective is to develop the knowledge, skills and analytical ability of apprentices to enable them to enter successful careers in business organisations. This objective is met by a combination of lecture inputs, workshops, self-study and directed research and investigation. Students are required to work both individually and in groups (which may be conducted virtually). The assessment tasks include individual assignments, group work, examinations, enterprise activities, presentations and project work in a combination designed to assess and meet the stated aims and the required learning outcomes. Given this, and the reality that work-based students (and their work-based mentors) will need additional support and flexibility to conduct further preparation and assessment after studying for L6 at Bucks, the assessments within L6 of this course programme, will reflect that of the assessment method requirements set out by the CMDA. This is entirely appropriate and viewed as good practice by the CMI. Assessments in L6 can thus act as a practical support mechanism to further go on and gain the Apprenticeship. In order to surpass the requirement that 20% of the apprenticeship learning to take place away from the student s workplace, all variations of this programme will ensure that course programme and module inductions as well as a minimum of 20% of teaching time will occur within a suitable university environment. This programme will also include and embed practical Higher Education community support, such as Library inductions, course discussion and portfolio development with other students from different work environments, pro-active and facilitated access into support services (including the LDU, Sports & Fitness Centre, NUS activities and training) as well as non-pedagogical societies. This will be achieved via inductions, drop-in opportunities for support services at lecturers/workshops, other forms of student experience communications, Blackboard, and workplace mentor training sessions hosted or organised by the University. In addition, many of the Business School partner tutors have extensive industry experience and contacts in their own sector to facilitate this. Apprentices will be employees and, as such, a binary support service, with a University module/personal tutor working alongside a workplace mentor will be a fixed system that will be deployed in order to ensure that both university and workplace objectives are optimised. Employers allocate apprenticeship mentors within the workplace, usually in the form of a supervisor or line manager, who themselves are supported by an internal HR or training division. The University has experience of delivering such a binary support service on a number of programmes including the MBA consultancy and negotiated work based project as well as the RAF Organisational Capability Degrees (run on client-sites in liaison with internal HR and training divisions.) How will apprentices be assessed? The assessment strategy is designed to ensure that CMDA learning outcomes are achieved and there is a progressive development of knowledge and skills. At level 4, students are expected to describe, explain and review concepts theories and models; at level 5 students apply, analyse and evaluate; and at level 6 independent learning is more embedded and students develop depth of understanding via critical analysis and evaluation. Formative assessment is a key feature of the programme enabling early feedback to be given on progress and to help apprentices improve performance. Assessment at all levels is by coursework, practical tasks and examination, with some modules being assessed by 100% coursework. The course is designed to give students opportunities to undertake work based learning and enterprise activities which can form part of the learning and assessment of the programme. Assessments are by coursework and examination with the majority of modules being assessed by coursework only. A mixture of formative and summative assessment is used. The assessment 12

13 strategy is informed throughout, and aligned to, the QAA guide (2012) Understanding assessment: its role in safeguarding academic standards and quality in higher education. Formative assessment, and the timely follow-up by tutors with good practice feedback, is used to monitor apprentice progress and also help the student to plan, practice and prepare for the summative assignments. The programme s assessment strategy has been developed in consultation with the CMI Higher Education division the ultimate awarding body for the Apprenticeship. It has also been rigorously mapped to Chartered Manager Degree Apprenticeship Standard (2015) as well as the Chartered Manager Degree End-Point Assessment Plan (CMDAP: 2015). Completing this Degree will enable successful apprentices to graduate with a BA (Hons) in Business Management. However, as stated, in order to attain the CMDA, students will need to also pass various end-point assessments outlined in the CMDAP. These are, according to the existing documentation (2015); Work Based Project; Portfolio; Interview; Presentation and Question & Answer session. These will be assessed after the Degree course by CMI-approved assessors. Given the reality that work-based students will need additional support to conduct further preparation and assessment after studying for L6 at Bucks, the assessments within L6 of this Bucks New University Programme, should reflect that of the CMDAP. This is entirely appropriate and viewed as good practice by the CMI. Assessments in our L5 and L6 modules can thus act as a practical support mechanism to further go on and gain the Apprenticeship. For the programme the assessment strategy is designed to ensure that learning outcomes are achieved and there is a progressive development of knowledge and skills. The QAA requirement for a research based assessment has been satisfied in the assessment of a core module at level 6. Work-Based Learning The principles for WBL are: Emphasis on learning that takes place in the workplace rather than in educational institutions. It is intrinsically different from mainstream higher education and for some is more demanding than more traditional didactic learning. The nature of learning at work moves the focus of responsibility firmly into the hands of the learner. Individual learners are required not only to take responsibility for identifying their learning needs and aspirations but also for managing the learning process. WBL has the following characteristics; management through a three-way partnership between the HEI, employee and employer programmes and curricula derived from the needs of the workplace and the learner, as well as the subject itself as outlined in the standard delivery in part in the workplace assessment by both workplace assessors and HEI 13

14 SECTION C: PROGRAMME STRUCTURE(S) AND HOURS Table 1: Programme Structure Table Programme Title Apprenticeship Standard Course Code Mode of Study BA (Hons) Business Management Chartered Manager Degree Apprenticeship TBC Part Time Credit Value UK 360 ECTS 180 Assessment Regime Module Code Module Title QCF/FHEQ Level Course Stage / Year Status in Award ([C]ore / [O]ptional) Credit Value Written Exam % Coursework % Practical % Semester Taught * Year 1 WB401 WB402 BM461 Year 2 MG457 Investigating work based learning and self-review Understanding Reflective Practice & Enquiry based Learning An Introduction to Business Context and Managing Finance Introduction to Marketing and Digital Marketing 4 1 C % 4 1 C % 4 1 C % 4 1 C % WB501 Action in the workplace context 5 2 C % MG556 Selling and Business Development 5 2 C % Year 3 WB502 BM561 Organisational skills and behaviours Project Planning and Operations Management 5 2 C 30 70% 30% 5 2 C % BM629 Business Strategy and Innovation 6 3 C % Year 4 Work based Research Project 6 3 C % WB602 Using and Disseminating Evidence into the workplace 6 3 C 30 50% 50% 14

15 Table 3: Breakdown of Contact Hours Year of course Scheduled Learning and Teaching Activities Work based learning Guided Independent Study Year One Year Two Year Three Year Four Total Total SECTION D: ASSESSMENT REGULATIONS This programme complies with the approved University regulations University Academic Framework and Assessment Regulations and procedures as detailed on the University website. The following modules will be non-compensable: Work Based Research Project Exit Awards Available Exit Award Type Award Title Credits Achieved Certificate of Higher Education Business Management 120 Credits Diploma of Higher Education Business Management 240 Credits Ordinary Degree Business Management 300 Credits SECTION E: FURTHER INFORMATION Reference Points The following reference points were used when designing the programme: Trailblazer Standard Buckinghamshire New University Strategy Buckinghamshire New University policy and procedure QAA Subject Benchmark Statement for: Business Management (2015) QAA Framework for Higher Education Qualifications (2014) CMDA Standard Chartered Manager Degree End-Point Assessment Plan (CMDAP: 2015) CMI Higher Education Division Guidance Buckinghamshire New University Equality & Diversity Teaching & Learning Toolkit QAA Education for Sustainable Development Buckinghamshire New University Work-based and Placement Learning Policy Buckinghamshire New University Academic Qualifications Framework 15

16 Annual Review and Monitoring This programme will be monitored annually through the University s formal processes, which are a continual cycle of review and enhancement. These processes are supported by both the periodic review of departments and the periodic re-approval process for individual programmes. All processes are completed in consultation with students via the Students Union or student representatives. The re-approval of this programme is scheduled for academic year: Buckinghamshire New University 16