In our new series, Apprenticeship Architects, we talk with people and HR teams about the ins and outs of running successful apprenticeship programmes.
This week, we’re speaking to Melissa Hope, Organisational Development Manager at Oxford City Council, about how their apprenticeship programme has managed to foster a new culture of collaboration across the organisation.
Welcome to Apprenticeship Architects, Melissa. First off, tell us about your role at Oxford City Council and the apprenticeship programme you launched with Multiverse.
I’m responsible for organisational learning and development (L&D) and providing support across the council. So, I work with managers and our leadership team to help deliver on our corporate strategy.
We’re currently working with Multiverse on four apprenticeships: AI for Business Value, AI-Powered Productivity, Business Transformation Fellowship and Data and Insights for Business Decisions. Across these four areas, 42 people started their apprenticeships in December last year.
What were the key goals for the programme, and how did it support the broader goals of the City Council?
We launched the apprenticeship programme to help our employees make better use of AI tools such as ChatGPT and Microsoft Copilot. Many were already experimenting with it, but didn’t fully understand how to best use the technology in their day-to-day roles.
Our goal was to reduce the time spent on repetitive, manual tasks by equipping our people with the skills to use these tools more effectively. This aligned with our broader efforts to streamline data use, improve processes and grow collaboration.
The programme also supported the rollout of our AI policy, which offers guidance on how to deal with AI and data safely, effectively, and ethically. Alongside this, we introduced a Microsoft Copilot strategy, giving all employees access to free licences.
Apprentices have been working with our ‘change agents’ – employees who drive internal innovation alongside their usual roles – to compare the free and business versions of Copilot.
They’ve created how-to guides, tested use cases, and shared findings to identify where advanced tools may drive the most impact. The collaboration has helped shape how we use AI across the council, really driving efficiency and change.
How did you structure the partnership with Multiverse in line with other L&D initiatives?
First, we integrated it into our people plan and held a ‘Let’s Talk’ session, open to everyone. These sessions focused on L&D, giving people insight into upcoming opportunities and helping them make informed decisions about which route would best suit them.
Alongside Multiverse, we also offered a range of other L&D opportunities so everyone understood the full spectrum of options available, allowing them to choose what worked best for them.
Could you tell us about the process of securing internal buy-in for the apprenticeship programme?
Before launch, we spent six to seven months building the foundation with Multiverse. We started with a data and AI skills scan across the whole organisation to identify gaps.
Multiverse then helped us present the findings alongside the business value of an upskilling programme to our corporate leadership team – showing how data-driven skills could save time and improve processes.
With leadership buy-in, we were then allocated an executive sponsor: Tom Hook, Deputy Chief Executive of city and citizen services. His support has really helped us keep on top of the programme and drive the initiative from the top-down.
Tom and I met with all the service directors individually to talk about the programme – the benefits, impact, and any concerns they might have – and this information was then disseminated down to managers.
We also ran sessions where employees could learn about the programme’s content, commitments and benefits, after which they could submit an expression of interest. We then worked with managers to confirm that the programme aligned with participants’ roles and career stages.
Your initial cohort was a big undertaking, involving 5% of the council workforce. Can you tell us about what it takes to successfully launch an apprenticeship at scale?
We needed to make sure that the programme was manageable for the organisation. So, we took a phased approach with employees given the choice to join either Cohort One or Two, depending on their schedules.
We also gave Multiverse data on the service areas and how many people worked in each, so we could make sure we had good coverage across the organisation.
Staggering the rollout kept it manageable, and we worked with directors to plan for the time commitments. Planning this way gave us a clear view of the cohorts' scope, helping us set them up for success.
What other steps did you take to ensure employees were set up for success on the programme?
To prepare participants, we ran detailed information sessions so they understood the weekly commitment: six hours, with three spent applying their skills in real work scenarios.
Once the programme was underway, we ran a quick survey to get early feedback, helping us pick up on any teething issues. Multiverse also checked in regularly, ensuring everyone knew what they needed to do and where to go for support.
And what results have you observed so far from the programme?
We’re now around three months into the programme, and while we haven’t formally measured the impact yet, we’re already hearing some fantastic feedback from colleagues.
One standout example comes from a colleague on the Data Insight for Business Decisions apprenticeship. Within 10 minutes of her first module, she’d already picked up something she could immediately apply to her role.
As she’s part of my team, I’ve been fortunate to see the impact first-hand. During a recent people team away day, she demonstrated her new Power BI skills to 22 colleagues, showing how she streamlined the reporting process for large volumes of internal data. What once took hours of manual input is now faster, clearer, and far more user-friendly.
Best of all, she quickly shared her learnings with others, spreading best practices across the council – a great example of the apprenticeships delivering value early on.
What about the general initial response from employees on the programme?
People are enjoying it – and they’re learning from day one!
There was a short adjustment period as people found the balance between the apprenticeship and their day jobs, but they seem to be coping well. The quality of the learning and the coaches have all been called out as standout strengths.
It's been especially exciting to see how the learnings are extending beyond the formal sessions. Colleagues have set up their own groups to meet, collaborate on assignments and share project ideas.
The cross-council collaboration is an example of the culture shift that’s taking shape: employees are taking new skills and using them to work together, solve problems and drive real change.
How do you plan to measure and demonstrate the ongoing impact of the apprenticeship programme?
From the outset, we worked with Multiverse to map out a clear business value plan. We identified key areas to measure, including improved productivity and time savings, as well as shared best practices.
We’ve also partnered with Multiverse’s customer service team to create a joint success plan. That’s been a really thoughtful touch – the team took the time to share their insights on the potential successes they saw for us based on what they’d learned about our organisation.
We’ve since added our own priorities to that list and are in the middle of finalising that plan. We meet regularly to review it, combining feedback from both Multiverse with our own teams’ to make sure the programme’s impact is clear and shows measurable results.
And what’s Oxford City Council’s long-term vision for the Multiverse Apprenticeship Programme?
Cohort Two is officially in motion and it’s exciting to see the growing interest from people who didn’t initially consider the programme. Managers are asking when the next cohort will start because they have team members eager to take part since seeing the impact of Cohort One.
We’re now working to map out the plan and timeline so that we have plenty of time to do it properly. That means running the same thorough process: giving people clear, detailed information so they can make informed decisions and ensuring we have the right people on the right programmes at the right time.
What was your biggest challenge in the process of launching the programme, and how did you overcome it?
Shifting the perception of apprenticeships. When we started, many still associated them with new starters or younger employees, when in reality, they’re for all ages and levels.
Luckily, I have experience in the apprenticeship field, which helped me passionately advocate for the programme. It was important to communicate that apprenticeships range from entry level to the equivalent of a master’s degree, making them a valuable tool for not only upskilling existing employees but also attracting new talent.
Information sessions helped us overcome many of these misconceptions. We had plenty of one-on-one conversations and made sure to demonstrate the value apprenticeships bring at all levels.
The other big challenge was time commitment concerns. Initially, many employees and managers assumed six hours a week would be unmanageable. But once employees settled in and it became part of their routine, they started seeing rewards in the form of time saved and increased productivity.
What’s one piece of advice you’d give to other HR leaders looking to launch an apprenticeship programme?
Don’t be scared of apprenticeships.
Many already know the value they can bring, which is great. But if you’re not sure, Multiverse will guide you every step of the way. But you have to put in the groundwork upfront – there’s no point rushing the process.
So, take your time, speak with the right people across your organisation and secure buy-in from the top down.
