Professionally operate and support the management of an agricultural or horticultural business such as a farm.
This occupation is found in the agriculture and horticulture sectors, specifically the area of agriculture that includes sheep, dairy, cattle, beef cattle, pigs, goats, poultry, arable field based vegetables or energy crops. In horticulture it is recommended for those working in extensive horticultural field crops. Assistant farm managers tend to work in sectors such as dairy, beef and sheep, arable, pigs and poultry or can work at a business which may cut across multiple sectors. An assistant farm manager may work in any size farm business as employed labour whose intention will be to progress (through succession planning) to farm management either employed or running their own business, in the future. Titles in this job sector vary and it would be appropriate to a range of farm or horticultural site management positions
The broad purpose of the occupation is to professionally operate and support the management of an agricultural or horticultural business such as a farm. They will assist in the management at every stage, from the beginning of the product life cycle with the primary resource (seed for crops or breeding for livestock), during the production of the livestock or crops and through to either farm gate sale or direct supply to the consumer. They will consider human, plant and animal health and welfare standards, and environmental priorities. Assistant farm managers are primarily responsible for the day-to-day management of a farm enterprise or enterprises to achieve productivity and environmental business objectives, industry benchmarks and KPIs. They will understand financial performance and control within the enterprise. Record keeping, data collection, data analysis and effective action planning will be key duties. They will manage people within their influence, which could include a small number of farm staff. They will also contribute to staff and personnel management, including appraisals, continuous professional development and updating of industry knowledge. Assistant farm managers would require relevant knowledge into current and future technologies, innovation and sustainability as this area will become a key focus in the future, such as precision farming and machinery operations. Assistant farm managers also have responsibility for the day-to-day management requirements of supply chain contract requirements/protocols, farm assurance, carbon audits and legislation and industry standards for soil and management.
In their daily work, an employee in this occupation interacts with and reports to the farm manager or general manager and collaborates with staff and external customers from deliveries of supplies, auditors, and private consumers (depending on the business). They will also deal directly with agronomists, vets, nutritionists, consultants, machinery engineers and sales personnel. They may interact and negotiate with suppliers.
An employee in this occupation will be responsible for
Assistant enterprise manager
Assistant estate/ s manager
Assistant farm manager
Assistant production manager
Production manager
Trainee farm manager
This is a summary of the key things that you – the apprentice and your employer need to know about your end-point assessment (EPA). You and your employer should read the EPA plan for the full details. It has information on assessment method requirements, roles and responsibilities, and re-sits and re-takes.
An EPA is an assessment at the end of your apprenticeship. It will assess you against the knowledge, skills, and behaviours (KSBs) in the occupational standard. Your training will cover the KSBs. The EPA is your opportunity to show an independent assessor how well you can carry out the occupation you have been trained for.
Your employer will choose an end-point assessment organisation (EPAO) to deliver the EPA. Your employer and training provider should tell you what to expect and how to prepare for your EPA.
The length of the training for this apprenticeship is typically 24 months. The EPA period is typically 5 months.
The overall grades available for this apprenticeship are:
When you pass the EPA, you will be awarded your apprenticeship certificate.
The EPA gateway is when the EPAO checks and confirms that you have met any requirements required before you start the EPA. You will only enter the gateway when your employer says you are ready.
The gateway requirements for your EPA are:
For the assistant farm manager, the qualification required is:
Ofqual regulated Level 3 award in first aid at work (3-day course)
Lantra Awards Level 2 Award in Safe Use of Pesticides OR City & Guilds Level 2 Principles of safe handling and application of pesticides
Lantra Awards Level 2 Award in the Safe Application of Pesticide Using Hand Held Equipment OR City & Guilds Level 2 Award In The Safe Application of Pesticides Using Pedestrian Hand Held Equipment
Project with business case
You will complete a project and write a business case. You will be asked to complete a project. The title and scope must be agreed with the EPAO at the gateway. The business case should be a maximum of 2500 words (with a 10% tolerance).
You will have 6 weeks to complete the project and submit the business case to the EPAO.
You will have a question and answer session with an independent assessor to discuss the project. It will last 30 minutes. They will ask at least 6 questions.
Professional discussion underpinned by a portfolio of evidence
You will have a professional discussion with an independent assessor. It will last 75 minutes. They will ask you at least 15 questions. The questions will be about certain aspects of your occupation. You need to compile a portfolio of evidence before the EPA gateway. You can use it to help answer the questions.
Farm or horticultural site walk underpinned by a portfolio of evidence
You will have a professional discussion with an independent assessor. It will last 90 minutes. They will ask you at least 15 questions. The questions will be about certain aspects of your occupation. You need to compile a portfolio of evidence for the site walk before the EPA gateway. You can use it during the walk to help answer the questions.
The EPAO will confirm where and when each assessment method will take place.
You should speak to your employer if you have a query that relates to your job.
You should speak to your training provider if you have any questions about your training or EPA before it starts.
You should receive detailed information and support from the EPAO before the EPA starts. You should speak to them if you have any questions about your EPA once it has started.
If you have a disability, a physical or mental health condition or other special considerations, you may be able to have a reasonable adjustment that takes this into account. You should speak to your employer, training provider and EPAO and ask them what support you can get. The EPAO will decide if an adjustment is appropriate.
This occupation is found in the agriculture and horticulture sectors, specifically the area of agriculture that includes sheep, dairy, cattle, beef cattle, pigs, goats, poultry, arable field based vegetables or energy crops. In horticulture it is recommended for those working in extensive horticultural field crops. Assistant farm managers tend to work in sectors such as dairy, beef and sheep, arable, pigs and poultry or can work at a business which may cut across multiple sectors. An assistant farm manager may work in any size farm business as employed labour whose intention will be to progress (through succession planning) to farm management either employed or running their own business, in the future. Titles in this job sector vary and it would be appropriate to a range of farm or horticultural site management positions
The broad purpose of the occupation is to professionally operate and support the management of an agricultural or horticultural business such as a farm. They will assist in the management at every stage, from the beginning of the product life cycle with the primary resource (seed for crops or breeding for livestock), during the production of the livestock or crops and through to either farm gate sale or direct supply to the consumer. They will consider human, plant and animal health and welfare standards, and environmental priorities. Assistant farm managers are primarily responsible for the day-to-day management of a farm enterprise or enterprises to achieve productivity and environmental business objectives, industry benchmarks and KPIs. They will understand financial performance and control within the enterprise. Record keeping, data collection, data analysis and effective action planning will be key duties. They will manage people within their influence, which could include a small number of farm staff. They will also contribute to staff and personnel management, including appraisals, continuous professional development and updating of industry knowledge. Assistant farm managers would require relevant knowledge into current and future technologies, innovation and sustainability as this area will become a key focus in the future, such as precision farming and machinery operations. Assistant farm managers also have responsibility for the day-to-day management requirements of supply chain contract requirements/protocols, farm assurance, carbon audits and legislation and industry standards for soil and management.
In their daily work, an employee in this occupation interacts with and reports to the farm manager or general manager and collaborates with staff and external customers from deliveries of supplies, auditors, and private consumers (depending on the business). They will also deal directly with agronomists, vets, nutritionists, consultants, machinery engineers and sales personnel. They may interact and negotiate with suppliers.
An employee in this occupation will be responsible for
Assistant enterprise manager
Assistant estate/ s manager
Assistant farm manager
Assistant production manager
Production manager
Trainee farm manager
| Duty | KSBs |
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Duty 1 Review performance of their area of responsibility within a farming enterprise to evaluate results and set plans for business, financial and production improvements that contribute to strategy and implementation on the ground in the day-to-day farming operations. |
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Duty 2 Create and implement soil management plans that focus on the balance between nutritional requirements for crop grasses, soil and environmental requirements, informed by relevant soil analysis data and working with others. |
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Duty 3 Develop and implement plans to manage organic by-product and inorganic waste produced by the business that adhere to legislative and environmental permitting requirements, as well as management of nitrate vulnerable zones. |
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Duty 4 Plan and implement farm business environmental operations that meet compliance and legal requirements, including environmental practices, emerging legislation, Net Zero, health and safety and and farm bi-product such as slurry/manure. |
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Duty 5 Implement scientific principles and good practice for relevant specialisms, e.g. livestock and/or crop (such as Welfare Codes, Biosecurity, COPs, 5 freedoms, Crop husbandry/Integrated Pest Management), that adhere to business crop and/or livestock health plan, and work with third parties to carry out recommendations. |
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Duty 6 Assist with the development of long-term farm business plans and working within strategic plans to improve the profitability of each enterprise (for example, but not limited to agriculture support payments linked to marketing plan, horizon scanning, policy, external environment updates and commercial contracts) |
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Duty 7 Interact and engage across the supply chain (e.g. genetics, feed) to produce products and or services to specification requirements that meets business and end-use and or consumer needs. |
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Duty 8 Assist with planning, utilisation, management and replacement of machinery and infrastructure, in line with business policy and ensuring Return on Investment. For example, tractor, harvesters, temperature-controlled rooms, or robotics |
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Duty 9 Use data analysis (for example, from dairy robots, yield mapping, soil analysis, livestock feed nutrient analysis, machine calibration) to produce recommendations for improving business efficiency. |
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Duty 10 Interpret basic farm financial records to benchmark against other farm businesses and set targets for improvement. |
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Duty 11 Manage people within their influence on a day-to-day basis, supporting own and others’ Continuing Professional Development and taking responsibility to develop own leadership skills to help motivate the team and external stakeholders for mutual benefit. |
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Duty 12 Manage communications with stakeholders that involve complex terminology (e.g. veterinary surgeons, agronomists, consultants), adapting communication method and style where relevant. |
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Duty 13 Maintain records in accordance with legal and industry audit requirements that allow facilitation and provision of evidence for compliance purposes. (For example but not restricted to farm assurance, rural payments agency, animal and plant health authority, trading standards etc) |
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Duty 14 Promote a positive health and safety and wellbeing culture within the organisation, managing risk and multiple complex (indoor working, outdoor working, lone workers machinery, live animals) work environments safely, physically and mentally, for self and others. |
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Duty 15 Assist in the evaluation of sources of financial capital investment, including suitability and risk. |
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K1: Physiological principles underpinning a production system and the impacts of husbandry or agronomy activities and inputs.
Back to Duty
K2: Importance of soil, types of soil and their impact on crop and husbandry decisions. Characteristics of poor and good soil structure, the impact of operations on soil and actions to improve structure. Soil fertility analysis data, and how to obtain and interpret it.
Back to Duty
K3: Components of soil management plans and their purpose for managing soil health, nutrients, yields, runoff, erosion, flooding, soil carbon, external additives. Importance and principles of nutrient management guidance.
Back to Duty
K4: Principles of managing plant or animal health, the importance and principles of biosecurity and how to comply with plant or animal health legislation.
Back to Duty
K5: Main habitats found on production sites, how to obtain and interpret information on site biodiversity.
Back to Duty
K6: Implications of environmental legislation and industry guidance for site management.
Back to Duty
K7: Threats to production from climate change, the principles of sustainability and net zero targets.
Back to Duty
K8: Techniques for optimising value of resources and by-products. Principles of the waste hierarchy (reduce, reuse, recycle).
Back to Duty
K9: Legislative and environmental regulation for management of by-products, inorganic waste, hazardous waste, Nitrate Vulnerable Zones, water and air and implications of non-compliance.
Back to Duty
K10: Components of a farm or enterprise supply chain, how they interact and the interdependence of the supply chain to ensure quality and quantity.
Back to Duty
K11: Technical content quality measures or specification requirements for farm products, why this important to meet customer needs and or commercial contracts.
Back to Duty
K12: Regulation, production standards and codes of practice for their area of work and the importance of compliance.
Back to Duty
K13: Types of financial capital investment, sources of information and their suitability and risk.
Back to Duty
K14: Types of production, financial and business data, uses and analysis.
Back to Duty
K15: Factors impacting on the performance of farm or horticultural enterprises and techniques to set financial and production Key Performance Indicators, monitor and evaluate them.
Back to Duty
K16: Components of strategic plans, business plans, operational plans and business cases. Their relationships and importance for improving enterprise performance and response to external factors for example environmental, political, social or financial
Back to Duty
K17: Know where to find reliable sources of information on production practices and new technologies.
Back to Duty
K18: Principles of online safety, confidentiality and protection of data.
Back to Duty
K19: Health, safety and wellbeing legislation, codes of practice and their implications for site management. The main hazards, risks to health, welfare and wellbeing found on farms or horticultural sites and mitigation methods. The risk from zoonoses. Factors when dealing with public, visitors or children on site.
Back to Duty
K20: Legislative requirements and codes of practice for use of chemicals, for example medicines or pesticides. Techniques for spraying chemicals or organic substances.
Back to Duty
K21: Factors when planning the safe and efficient use of machinery, equipment and facilities including legislation, operator competence, new technologies, maintenance requirements, suitability for task and business policy.
Back to Duty
K22: Methods and techniques for communicating with professional and non-professional audiences including use of digital methods.
Back to Duty
K23: Principles of managing people including compliance with regulation, recruitment, performance management, informal training and appraisals.
Back to Duty
K24: Purpose and types of farm or enterprise records including compliance, legal, health and safety, human resources, production, environmental, finance and industry audit requirements.
Back to Duty
K25: Factors that influence decisions about machinery and infrastructure including return on investment.
Back to Duty
S1: Apply physiological principles to identify interventions to enhance productivity and maintain unit health.
Back to Duty
S2: Develop, implement and monitor a soil, manure or nutrient management plan to improve soil structure and fertility and monitor progress.
Back to Duty
S3: Implement and review plans to manage the health of the production system in line with legislation and company policy.
Back to Duty
S4: Implement practices that comply with environmental protection legislation and industry guidance, including pollution avoidance and control, wildlife and countryside protection and protection of biodiversity.
Back to Duty
S5: Improve environmental practices on site including protecting and enhancing biodiversity.
Back to Duty
S6: Develop and implement plan(s) to optimise value of by-products and dispose of non reusable (single use) wastes.
Back to Duty
S7: Implement plans to produce products or services to customer specification, quality standards and production standards.
Back to Duty
S8: Collect and evaluate critical information using digital tools including production unit performance, identify opportunities for improvement and propose changes to technical production strategy and operational adjustments.
Back to Duty
S9: Analyse basic farm and or enterprise data (including financial and production) and research farm practices. Use this to benchmark against other farms and support recommendations for future actions.
Back to Duty
S10: Develop and evaluate production unit plans to meet business requirements.
Back to Duty
S11: Manage, review and monitor health, safety, welfare and wellbeing on production unit. Carry out risk management including assessment of risk and mitigation. Communicate health and safety information to staff or stakeholders.
Back to Duty
S12: Manage own health and safety and promotes best practice to others when undertaking activity.
Back to Duty
S13: Make recommendations on machinery and infrastructure for a farm or horticultural business activity including condition, replacements and return on investment.
Back to Duty
S14: Use, maintain and oversee machinery and infrastructure in line with legislation, manufacturers guidance and business policy.
Back to Duty
S15: Communicates in a professional manner with staff and stakeholders, adapting approach to audience including technical audiences and use of technical industry terminology.
Back to Duty
S16: Build relationships with stakeholders including negotiation.
Back to Duty
S17: Supervise staff or contractors during the main stages of the production cycle.
Back to Duty
S18: Keep business records including using digital tools.
Back to Duty
S19: Oversees and uses agrochemicals or organic equivalents including using spraying equipment.
Back to Duty
B1: Challenge approaches to current working practices in a constructive manner, identifying potential for improvement and development.
Back to Duty
B2: Champions health and safety across the team and embeds it in activities.
Back to Duty
B3: Acts in a way that builds and maintains positive relationships with colleagues, customers and suppliers.
Back to Duty
B4: Acts in a professional and ethical manner
Back to Duty
B5: Committed to Continuous Professional Development
Back to Duty
Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.
Level: 3
Ofqual regulated
The Health and Safety (First-Aid) Regulations 1981 state that: an employer shall provide, or ensure that there is provided, such number of suitable persons as is adequate and appropriate in the circumstances for rendering first-aid to his employees if they are injured or become ill at work; and for this purpose a person shall not be suitable unless he has undergone such training and has such qualifications as may be appropriate in the circumstances of that case Agriculture is a high-risk sector where use of machinery, sharp tools and moving vehicles can lead to accidents and when they do occur, they are often more severe than in an office environment. Workers are often in isolated locations working in small teams and it can take some time for them to get help if an accident occurs. Responsible employers to meet the requirements of the law will make sure that a high proportion of their employees are first aid trained and to a sufficient level to deal with accidents that might occur.
Level: 2
Ofqual regulated
Lantra Ofqual regulated 601/5977/7 C&G not Ofqual regulated but pre-requisite for regulated qualifications Users of professional products are required to hold a certificate showing they have sufficient knowledge of the subjects listed in Annex I of Guidance on the requirements of the Plant Protection Products (Sustainable Use) Regulations 2012 (https://www.hse.gov.uk/pesticides/using-pesticides/codes-of-practice/guidance-sustainable-use-ppp-regs-2012.htm). This activity is regulated, and the qualifications mandated in the standards are all listed in the approved certificates for this purpose.
Level: 2
Ofqual regulated
Users of professional products are required to hold a certificate showing they have sufficient knowledge of the subjects listed in Annex I of Guidance on the requirements of the Plant Protection Products (Sustainable Use) Regulations 2012 (https://www.hse.gov.uk/pesticides/using-pesticides/codes-of-practice/guidance-sustainable-use-ppp-regs-2012.htm). This activity is regulated, and the qualifications mandated in the standards are all listed in the approved certificates for this purpose.
V1.0
This document explains the requirements for end-point assessment (EPA) for the assistant farm manager apprenticeship. End-point assessment organisations (EPAOs) must follow this when designing and delivering the EPA.
Assistant farm manager apprentices, their employers and training providers should read this document.
A full-time assistant farm manager apprentice typically spends 24 months on-programme (this means in training before the gateway). The apprentice must spend at least 12 months on-programme and complete the required amount of off-the-job training in line with the apprenticeship funding rules.
The apprentice must complete their training and meet the gateway requirements before starting their EPA. The EPA will assess occupational competence.
An approved EPAO must conduct the EPA for this apprenticeship. Employers must select an approved EPAO from the register of end-point assessment organisations (RoEPAO).
This EPA has 3 assessment methods.
The grades available for each assessment method are below.
Assessment method 1 - business case assignment with questioning:
Assessment method 2 - professional discussion underpinned by a portfolio:
Assessment method 3 - farm or horticultural site walk (underpinned by portfolio):
The result from each assessment method is combined to decide the overall apprenticeship grade. The following grades are available for the apprenticeship:
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On-programme - typically 24 months
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The apprentice must:
The qualification required is: Ofqual regulated Level 3 award in first aid at work (3-day course) Lantra Awards Level 2 Award in Safe Use of Pesticides OR City & Guilds Level 2 Principles of safe handling and application of pesticides Lantra Awards Level 2 Award in the Safe Application of Pesticide Using Hand Held Equipment OR City & Guilds Level 2 Award In The Safe Application of Pesticides Using Pedestrian Hand Held Equipment
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End-point assessment gateway
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The apprentice’s employer must be content that the apprentice has attained sufficient KSBs to complete the apprenticeship. The apprentice must:
For the professional discussion underpinned by a portfolio, the apprentice must submit a portfolio of evidence.
For the farm or horticultural site walk (underpinned by portfolio), the apprentice must submit a portfolio of evidence.
The apprentice must submit the gateway evidence to their EPAO, including any organisation specific policies and procedures requested by the EPAO. |
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End-point assessment - typically 5 months
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The grades available for each assessment method are below
Business Case Assignment with Questioning:
Professional discussion underpinned by a portfolio:
Farm or horticultural site walk (underpinned by portfolio):
Overall EPA and apprenticeship can be graded:
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Re-sits and re-takes
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The EPA is taken in the EPA period. The EPA period starts when the EPAO confirms the gateway requirements have been met and is typically 5 months.
The EPAO should confirm the gateway requirements have been met and the EPA should start as quickly as possible.
The apprentice’s employer must be content that the apprentice has attained sufficient KSBs to complete the apprenticeship. The employer may take advice from the apprentice's training provider, but the employer must make the decision. The apprentice will then enter the gateway.
The apprentice must meet the gateway requirements before starting their EPA.
They must:
Portfolio of evidence requirements for the Professional Discussion:
The apprentice must compile a portfolio of evidence during the on-programme period of the apprenticeship. It should only contain evidence related to the KSBs that will be assessed by this assessment method. It will typically contain 15 discrete pieces of evidence. Evidence must be mapped against the KSBs. Evidence may be used to demonstrate more than one KSB; a qualitative as opposed to quantitative approach is suggested.
Evidence sources may include:
This is not a definitive list; other evidence sources can be included.
The portfolio of evidence should not include reflective accounts or any methods of self-assessment. Any employer contributions should focus on direct observation of performance (for example, witness statements) rather than opinions. The evidence provided should be valid and attributable to the apprentice; the portfolio of evidence should contain a statement from the employer and apprentice confirming this.
The EPAO should not assess the portfolio of evidence directly as it underpins the discussion ]. The independent assessor should review the portfolio of evidence to prepare questions for the discussion . They are not required to provide feedback after this review.
Portfolio of evidence requirements for the Site Walk:
The apprentice must compile a portfolio of evidence during the on-programme period of the apprenticeship. It should only contain evidence related to the KSBs that will be assessed by this assessment method. It will typically contain 10 discrete pieces of evidence. Evidence must be mapped against the KSBs. Evidence may be used to demonstrate more than one KSB; a qualitative as opposed to quantitative approach is suggested.
Evidence sources may include:
This is not a definitive list; other evidence sources can be included.
The portfolio of evidence should not include reflective accounts or any methods of self-assessment. Any employer contributions should focus on direct observation of performance (for example, witness statements) rather than opinions. The evidence provided should be valid and attributable to the apprentice; the portfolio of evidence should contain a statement from the employer and apprentice confirming this.
The EPAO should not assess the portfolio of evidence directly as it underpins the discussion. The independent assessor should review the portfolio of evidence to prepare questions for the discussion. They are not required to provide feedback after this review.
The apprentice must submit the gateway evidence to their EPAO, including any organisation specific policies and procedures requested by the EPAO.
The assessment methods can be delivered in any order.
The result of one assessment method does not need to be known before starting the next.
A business case assignment involves the apprentice completing a significant and defined piece of work that has a real business application and benefit. The business case assignment must meet the needs of the employer’s business and be relevant to the apprentice’s occupation and apprenticeship.
This assessment method has 2 components:
Business case assignment report
Question and answer session
Together, these components give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method. They are assessed by an independent assessor.
This assessment method is being used because:
This will enable a number of KSBs to be demonstrated holistically, covering business, research and ability to apply technical knowledge to make recommendations. These skills will focus on the forward looking development of the business and in doing so build upon the assessment in the farm walk and the professional discussion that concentrate on the daily management of the farm.
At this level, it will allow the apprentice to demonstrate their ability to propose a change to business procedures or planning, using sound evidence as would be expected of the role. It enables them to demonstrate they can independently complete a piece of work from start to finish which would take too long to demonstrate as a traditional practical test or observation.
The apprentice must complete an outline business case report based on any of the following:
The Apprentice will need to:
To ensure the assignment allows the apprentice to meet the KSBs mapped to this assessment method to the highest available grade, the EPAO should sign-off the assignment’s title and scope at the gateway to confirm it is suitable. The EPAO must refer to the grading descriptors to ensure that assignments are pitched appropriately.
The assignment output must be in the form of a business case.
The apprentice must start the assignment after the gateway. The employer should ensure the apprentice has the time and resources, within the business case assignment period, to plan and complete their business case report.
The apprentice may work as part of a team to complete the assignment, which could include internal colleagues or technical experts. The apprentice must however, complete their business case unaided and it must be reflective of their own role and contribution. The apprentice and their employer must confirm this when the business case is submitted.
The business case report must include at least:
The business case must have a word count of 2500 words. A tolerance of 10% above or below is allowed at the apprentice’s discretion. Appendices, references and diagrams are not included in this total. The apprentice must produce and include a mapping in an appendix, showing how the business case evidences the KSBs mapped to this assessment method.
The apprentice must complete and submit the business case to the EPAO by the end of week 6 of the EPA period.
The question and answer session must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
The apprentice must be questioned about their business case assignment.
The question and answer session must last for 30 minutes. The independent assessor must use the full time available for questioning and they can increase the total time by up to 10%. This time is to allow the apprentice to respond to a question if necessary.
The independent assessor must ask at least 6 questions. They must use the questions from their EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow up questions are allowed where clarification is required.
The purpose of the independent assessor's questions is:
The independent assessor must have at least 3 weeks to review the business case before the question and answer session, to allow them to prepare questions.
The apprentice must be given at least 14 days’ notice of the question and answer session.
The independent assessor must make the grading decision. They must assess the business case components holistically when deciding the grade.
The independent assessor must keep accurate records of the assessment. They must record:
The question and answer session must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises. It should take place in a quiet room, free from distractions and influence.
The question and answer session can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO should maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that the apprentice has a different set of questions in the case of re-sits or re-takes.
EPAO must produce the following materials to support the business case assignment:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the professional discussion, an independent assessor and apprentice have a formal two-way conversation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence.
This assessment method is being used because:
The professional discussion must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the professional discussion.
The purpose is to assess the apprentice’s competence against the following themes:
The EPAO must give an apprentice 14 days' notice of the professional discussion.
The independent assessor must have at least 2 weeks to review the supporting documentation.
The apprentice must have access to their portfolio of evidence during the professional discussion.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence however, the portfolio of evidence is not directly assessed.
The professional discussion must last for 75 minutes. The independent assessor can increase the time of the professional discussion by up to 10%. This time is to allow the apprentice to respond to a question if necessary.
The independent assessor must ask at least 15 questions. The independent assessor must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow-up questions are allowed where clarification is required.
The independent assessor must make the grading decision.
The independent assessor must keep accurate records of the assessment. They must record:
The professional discussion must take place in a suitable venue selected by the EPAO for example, the EPAO’s or employer’s premises.
The professional discussion can be conducted by video conferencing. The EPAO must have processes in place to verify the identity of the apprentice and ensure the apprentice is not being aided.
The professional discussion should take place in a quiet room, free from distractions and influence.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO should maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the professional discussion underpinned by a portfolio:
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
In the site walk, an independent assessor and apprentice have a formal two-way conversation. It gives the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence.
This assessment method is being used because:
The site walk must be structured to give the apprentice the opportunity to demonstrate the KSBs mapped to this assessment method to the highest available grade.
An independent assessor must conduct and assess the site walk.
The purpose is to assess the apprentice’s competence against the following themes:
The EPAO must give an apprentice 14 days' notice of the site walk.
The independent assessor must have at least 2 weeks to review the supporting documentation.
The apprentice must have access to their portfolio of evidence during the site walk.
The apprentice can refer to and illustrate their answers with evidence from their portfolio of evidence however, the portfolio of evidence is not directly assessed.
The site walk must last for 90 minutes. The independent assessor can increase the time of the site walk by up to 10%. This time is to allow the apprentice to respond to a question if necessary.
Travel time between different areas within the farm or horticultural site should not be included in the duration, as this may vary considerably between sites.
The independent assessor must ask at least 15 questions. The independent assessor must use the questions from the EPAO’s question bank or create their own questions in line with the EPAO’s training. Follow-up questions are allowed where clarification is required.
The independent assessor must make the grading decision.
The independent assessor must keep accurate records of the assessment. They must record:
The site walk must take place at the employer's premises.
The EPAO must develop a purpose-built assessment specification and question bank. It is recommended this is done in consultation with employers of this occupation. The EPAO should maintain the security and confidentiality of EPA materials when consulting with employers. The assessment specification and question bank must be reviewed at least once a year to ensure they remain fit-for-purpose.
The assessment specification must be relevant to the occupation and demonstrate how to assess the KSBs mapped to this assessment method. The EPAO must ensure that questions are refined and developed to a high standard. The questions must be unpredictable. A question bank of sufficient size will support this.
The EPAO must ensure that apprentice has a different set of questions in the case of re-sits or re-takes.
The EPAO must produce the following materials to support the farm or horticultural site walk (underpinned by portfolio):
The EPAO must ensure that the EPA materials are subject to quality assurance procedures including standardisation and moderation.
Fail - does not meet pass criteria
|
Theme
KSBs
|
Pass
Apprentices must demonstrate all of the pass descriptors
|
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
|
|---|---|---|
|
Machinery and infrastructure planning
K25 S13 |
Analyses machinery and infrastructure and makes recommendations for improvements that are designed to achieve business objectives and provide a return on investment. (K25 S13) |
Makes recommendations that are evidence-based and supported by an evaluation of a range of factors and the possible alternatives. (K25 S13) |
|
Business information, data and their uses
K14 K17 S8 B1 |
Collects and evaluates information and data using digital and other tools to challenge current working practices and justify proposals for operational adjustments and changes in technical production to support business improvement. (K14 K17 S8 B1) |
n/a |
|
Business performance and finance
K13 K15 K16 S9 S10 |
Uses financial and production farm and or enterprise data to inform business case and develop and evaluate a production unit plan, including how it would be monitored, to meet business requirements, benchmark against other farms (including Key Performance Iindicators) and make recommendations for future actions. (K13, K15, S9, S10)
Explains how different types of plans (strategic, business and operational) can improve enterprise performance and their relationship to external factors including environmental, political, social and financial. (K16) |
Critically evaluates external factors that could affect the business, identifying opportunities and threats and the potential impact of different responses (K16, S10) |
Fail - does not meet pass criteria
|
Theme
KSBs
|
Pass
Apprentices must demonstrate all of the pass descriptors
|
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
|
|---|---|---|
|
Producing Products
K7 K10 K11 K12 S7 |
Produces goods or services that meet customer and farm business requirements and quality, quantity and production standards, ensuring compliance with standards, regulations and codes of practice. (K10 K11 K12 S7)
Explains how production is impacted by climate change and the principles of sustainability including net zero targets. (K7)
|
n/a |
|
Agrochemicals
K20 S19 |
Oversees and uses agrochemicals or organic equivalents including using spraying equipment in line with legislative requirements and codes of practice. (K20, S19) |
n/a |
|
Communication
K22 S15 S16 B3 |
Explains how they adapt their communication methods and style to meet the needs of differing audiences and to support business aims. (K22, S15)
Evaluates how they have built positive relations, including negotiation, with internal and external stakeholders and why this is important. (S16, B3) |
n/a |
|
Managing people and self
K23 S17 B4 B5 |
Supervises staff or contractors in accordance with regulations, policies and people management principles, supporting their own and others’ professional development, to achieve results. (K23 S17 B4 B5) |
Justifies their identification of a development need in self or others with reference to business needs and the proactive steps they took to ensure the development need was met. (K23, B5) |
|
Records
K18 K24 S18 |
Maintains a range of farm or enterprise records in line with organisational and regulatory principles and policies which meet their intended purpose, using digital tools when required. (K18 K24 S18) |
Analyses the impact on the organisation of incomplete or non-compliant record keeping and how to identify issues. (K18 K24 S18) |
Fail - does not meet pass criteria
|
Theme
KSBs
|
Pass
Apprentices must demonstrate all of the pass descriptors
|
Distinction
Apprentices must demonstrate all of the pass descriptors and all of the distinction descriptors
|
|---|---|---|
|
Science
K1 S1 |
Explains and justifies physiological interventions made to enhance productivity and maintain unit health including the impact of husbandry or agronomy activities. (K1, S1) |
Critically evaluates the impact of physiological interventions on husbandry activities. (K1, S1). |
|
Soil Management
K2 K3 S2 |
Develops, implements and monitors a soil, manure or nutrient management plan, using soil assessment and analysis data to improves soil structure and fertility and explains how different soil types impact on husbandry decisions and operations. (K2, K3, S2) |
Evaluates the effectiveness of their soil, manure or nutrient management interventions and justifies decisions taken following soil analysis. (S2, K2) |
|
Animal or plant health
K4 S3 |
Implements and reviews plans that manage the health of the production system in compliance with legislation, organisation policy and principles of biosecurity. (K4 S3) |
n/a |
|
Environment
K5 K6 S4 S5 |
Plans and implements sustainable farm business environmental operations in line with industry guidance, complying with legal requirements including pollution avoidance and control, wildlife and countryside protection and the enhancement and protection of biodiversity. (K5, K6, S4, S5) |
Evaluates how practices that enhance the environment benefit the farm. (S5) |
|
By-products and waste
K8 K9 S6 |
Explains how they manage organic by-product and other waste produced by the business to maximise their value while meeting legislative and environmental requirements and the implications of any non-compliance. (K8, K9, S6) |
n/a |
|
Health, safety and welfare
K19 S11 S12 B2 |
Manages, reviews and monitors health, safety and welfare including developing and promoting a positive health and safety culture within the organisation in line with policies and legislation, identifying and managing risks and hazards and ensuring a safe working environment for self and others. (K19 S11 S12 B2) |
n/a |
|
Machinery and infrastructure
K21 S14 |
Uses, maintains and oversees machinery and infrastructure in line with legislation, manufacturers guidance and business needs and policies. (K21, S14) |
n/a |
Performance in the EPA determines the overall grade of:
An independent assessor must individually grade the business case assignment with questioning, professional discussion underpinned by a portfolio and farm or horticultural site walk (underpinned by portfolio) in line with this EPA plan.
The EPAO must combine the individual assessment method grades to determine the overall EPA grade.
If the apprentice fails one assessment method or more, they will be awarded an overall fail.
To achieve an overall pass, the apprentice must achieve at least a pass in all the assessment methods. In order to achieve an overall EPA ‘merit’, apprentices must achieve at least 2 distinctions and one pass in any of the assessment methods. In order to achieve a 'distinction', they would need to attain a distinction in all 3 methods.
Grades from individual assessment methods must be combined in the following way to determine the grade of the EPA overall.
| Business Case Assignment with Questioning | Professional discussion underpinned by a portfolio | Farm or horticultural site walk (underpinned by portfolio) | Overall Grading |
|---|---|---|---|
| Fail | Any grade | Any grade | Fail |
| Any grade | Fail | Any grade | Fail |
| Any grade | Any grade | Fail | Fail |
| Pass | Pass | Pass | Pass |
| Pass | Pass | Distinction | Pass |
| Pass | Distinction | Pass | Pass |
| Distinction | Pass | Pass | Pass |
| Distinction | Distinction | Pass | Merit |
| Distinction | Pass | Distinction | Merit |
| Pass | Distinction | Distinction | Merit |
| Distinction | Distinction | Distinction | Distinction |
If the apprentice fails one assessment method or more, they can take a re-sit or a re-take at their employer’s discretion. The apprentice’s employer needs to agree that a re-sit or re-take is appropriate. A re-sit does not need further learning, whereas a re-take does. The apprentice should have a supportive action plan to prepare for a re-sit or a re-take.
The employer and the EPAO should agree the timescale for a re-sit or re-take. A re-sit is typically taken within 2 months of the EPA outcome notification. The timescale for a re-take is dependent on how much re-training is required and is typically taken within 5 months of the EPA outcome notification.
If the apprentice fails the business case assessment method, they must amend the business case output in line with the independent assessor’s feedback. The apprentice will be given 4 weeks to rework and submit the amended business case.
Failed assessment methods must be re-sat or re-taken within a 6-month period from the EPA outcome notification, otherwise the entire EPA will need to be re-sat or re-taken in full.
Re-sits and re-takes are not offered to an apprentice wishing to move from pass to a higher grade.
The apprentice will get a maximum EPA grade of pass for a re-sit or re-take, unless the EPAO determines there are exceptional circumstances.
| Roles | Responsibilities |
|---|---|
|
Apprentice |
As a minimum, the apprentice should:
|
|
Employer |
As a minimum, the apprentice's employer must:
|
|
EPAO |
As a minimum, the EPAO must:
|
|
Independent assessor |
As a minimum, an independent assessor must:
|
|
Training provider |
As a minimum, the training provider must:
|
The EPAO must have reasonable adjustments arrangements for the EPA.
This should include:
Adjustments must maintain the validity, reliability and integrity of the EPA as outlined in this EPA plan.
Internal quality assurance refers to the strategies, policies and procedures that an EPAO must have in place to ensure valid, consistent and reliable EPA decisions.
EPAOs for this EPA must adhere to the requirements within the roles and responsibilities table.
They must also appoint independent assessors who:
Affordability of the EPA will be aided by using at least some of the following:
This apprenticeship is not aligned to professional recognition.
| Knowledge | Assessment methods |
|---|---|
|
K1
Physiological principles underpinning a production system and the impacts of husbandry or agronomy activities and inputs. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K2
Importance of soil, types of soil and their impact on crop and husbandry decisions. Characteristics of poor and good soil structure, the impact of operations on soil and actions to improve structure. Soil fertility analysis data, and how to obtain and interpret it. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K3
Components of soil management plans and their purpose for managing soil health, nutrients, yields, runoff, erosion, flooding, soil carbon, external additives. Importance and principles of nutrient management guidance. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K4
Principles of managing plant or animal health, the importance and principles of biosecurity and how to comply with plant or animal health legislation. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K5
Main habitats found on production sites, how to obtain and interpret information on site biodiversity. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K6
Implications of environmental legislation and industry guidance for site management. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K7
Threats to production from climate change, the principles of sustainability and net zero targets. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K8
Techniques for optimising value of resources and by-products. Principles of the waste hierarchy (reduce, reuse, recycle). Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K9
Legislative and environmental regulation for management of by-products, inorganic waste, hazardous waste, Nitrate Vulnerable Zones, water and air and implications of non-compliance. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K10
Components of a farm or enterprise supply chain, how they interact and the interdependence of the supply chain to ensure quality and quantity. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K11
Technical content quality measures or specification requirements for farm products, why this important to meet customer needs and or commercial contracts. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K12
Regulation, production standards and codes of practice for their area of work and the importance of compliance. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K13
Types of financial capital investment, sources of information and their suitability and risk. Back to Grading |
Business Case Assignment with Questioning |
|
K14
Types of production, financial and business data, uses and analysis. Back to Grading |
Business Case Assignment with Questioning |
|
K15
Factors impacting on the performance of farm or horticultural enterprises and techniques to set financial and production Key Performance Indicators, monitor and evaluate them. Back to Grading |
Business Case Assignment with Questioning |
|
K16
Components of strategic plans, business plans, operational plans and business cases. Their relationships and importance for improving enterprise performance and response to external factors for example environmental, political, social or financial Back to Grading |
Business Case Assignment with Questioning |
|
K17
Know where to find reliable sources of information on production practices and new technologies. Back to Grading |
Business Case Assignment with Questioning |
|
K18
Principles of online safety, confidentiality and protection of data. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K19
Health, safety and wellbeing legislation, codes of practice and their implications for site management. The main hazards, risks to health, welfare and wellbeing found on farms or horticultural sites and mitigation methods. The risk from zoonoses. Factors when dealing with public, visitors or children on site. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K20
Legislative requirements and codes of practice for use of chemicals, for example medicines or pesticides. Techniques for spraying chemicals or organic substances. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K21
Factors when planning the safe and efficient use of machinery, equipment and facilities including legislation, operator competence, new technologies, maintenance requirements, suitability for task and business policy. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
K22
Methods and techniques for communicating with professional and non-professional audiences including use of digital methods. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K23
Principles of managing people including compliance with regulation, recruitment, performance management, informal training and appraisals. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K24
Purpose and types of farm or enterprise records including compliance, legal, health and safety, human resources, production, environmental, finance and industry audit requirements. Back to Grading |
Professional discussion underpinned by a portfolio |
|
K25
Factors that influence decisions about machinery and infrastructure including return on investment. Back to Grading |
Business Case Assignment with Questioning |
| Skill | Assessment methods |
|---|---|
|
S1
Apply physiological principles to identify interventions to enhance productivity and maintain unit health. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S2
Develop, implement and monitor a soil, manure or nutrient management plan to improve soil structure and fertility and monitor progress. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S3
Implement and review plans to manage the health of the production system in line with legislation and company policy. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S4
Implement practices that comply with environmental protection legislation and industry guidance, including pollution avoidance and control, wildlife and countryside protection and protection of biodiversity. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S5
Improve environmental practices on site including protecting and enhancing biodiversity. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S6
Develop and implement plan(s) to optimise value of by-products and dispose of non reusable (single use) wastes. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S7
Implement plans to produce products or services to customer specification, quality standards and production standards. Back to Grading |
Professional discussion underpinned by a portfolio |
|
S8
Collect and evaluate critical information using digital tools including production unit performance, identify opportunities for improvement and propose changes to technical production strategy and operational adjustments. Back to Grading |
Business Case Assignment with Questioning |
|
S9
Analyse basic farm and or enterprise data (including financial and production) and research farm practices. Use this to benchmark against other farms and support recommendations for future actions. Back to Grading |
Business Case Assignment with Questioning |
|
S10
Develop and evaluate production unit plans to meet business requirements. Back to Grading |
Business Case Assignment with Questioning |
|
S11
Manage, review and monitor health, safety, welfare and wellbeing on production unit. Carry out risk management including assessment of risk and mitigation. Communicate health and safety information to staff or stakeholders. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S12
Manage own health and safety and promotes best practice to others when undertaking activity. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S13
Make recommendations on machinery and infrastructure for a farm or horticultural business activity including condition, replacements and return on investment. Back to Grading |
Business Case Assignment with Questioning |
|
S14
Use, maintain and oversee machinery and infrastructure in line with legislation, manufacturers guidance and business policy. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
S15
Communicates in a professional manner with staff and stakeholders, adapting approach to audience including technical audiences and use of technical industry terminology. Back to Grading |
Professional discussion underpinned by a portfolio |
|
S16
Build relationships with stakeholders including negotiation. Back to Grading |
Professional discussion underpinned by a portfolio |
|
S17
Supervise staff or contractors during the main stages of the production cycle. Back to Grading |
Professional discussion underpinned by a portfolio |
|
S18
Keep business records including using digital tools. Back to Grading |
Professional discussion underpinned by a portfolio |
|
S19
Oversees and uses agrochemicals or organic equivalents including using spraying equipment. Back to Grading |
Professional discussion underpinned by a portfolio |
| Behaviour | Assessment methods |
|---|---|
|
B1
Challenge approaches to current working practices in a constructive manner, identifying potential for improvement and development. Back to Grading |
Business Case Assignment with Questioning |
|
B2
Champions health and safety across the team and embeds it in activities. Back to Grading |
Farm or horticultural site walk (underpinned by portfolio) |
|
B3
Acts in a way that builds and maintains positive relationships with colleagues, customers and suppliers. Back to Grading |
Professional discussion underpinned by a portfolio |
|
B4
Acts in a professional and ethical manner Back to Grading |
Professional discussion underpinned by a portfolio |
|
B5
Committed to Continuous Professional Development Back to Grading |
Professional discussion underpinned by a portfolio |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Machinery and infrastructure planning
K25 S13 |
Factors that influence decisions about machinery and infrastructure including return on investment. (K25) |
Make recommendations on machinery and infrastructure for a farm or horticultural business activity including condition, replacements and return on investment. (S13) |
None |
|
Business information, data and their uses
K14 K17 S8 B1 |
Types of production, financial and business data, uses and analysis. (K14) Know where to find reliable sources of information on production practices and new technologies. (K17) |
Collect and evaluate critical information using digital tools including production unit performance, identify opportunities for improvement and propose changes to technical production strategy and operational adjustments. (S8) |
Challenge approaches to current working practices in a constructive manner, identifying potential for improvement and development. (B1) |
|
Business performance and finance
K13 K15 K16 S9 S10 |
Types of financial capital investment, sources of information and their suitability and risk. (K13) Factors impacting on the performance of farm or horticultural enterprises and techniques to set financial and production Key Performance Indicators, monitor and evaluate them. (K15) Components of strategic plans, business plans, operational plans and business cases. Their relationships and importance for improving enterprise performance and response to external factors for example environmental, political, social or financial (K16) |
Analyse basic farm and or enterprise data (including financial and production) and research farm practices. Use this to benchmark against other farms and support recommendations for future actions. (S9) Develop and evaluate production unit plans to meet business requirements. (S10) |
None |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Producing Products
K7 K10 K11 K12 S7 |
Threats to production from climate change, the principles of sustainability and net zero targets. (K7) Components of a farm or enterprise supply chain, how they interact and the interdependence of the supply chain to ensure quality and quantity. (K10) Technical content quality measures or specification requirements for farm products, why this important to meet customer needs and or commercial contracts. (K11) Regulation, production standards and codes of practice for their area of work and the importance of compliance. (K12) |
Implement plans to produce products or services to customer specification, quality standards and production standards. (S7) |
None |
|
Agrochemicals
K20 S19 |
Legislative requirements and codes of practice for use of chemicals, for example medicines or pesticides. Techniques for spraying chemicals or organic substances. (K20) |
Oversees and uses agrochemicals or organic equivalents including using spraying equipment. (S19) |
None |
|
Communication
K22 S15 S16 B3 |
Methods and techniques for communicating with professional and non-professional audiences including use of digital methods. (K22) |
Communicates in a professional manner with staff and stakeholders, adapting approach to audience including technical audiences and use of technical industry terminology. (S15) Build relationships with stakeholders including negotiation. (S16) |
Acts in a way that builds and maintains positive relationships with colleagues, customers and suppliers. (B3) |
|
Managing people and self
K23 S17 B4 B5 |
Principles of managing people including compliance with regulation, recruitment, performance management, informal training and appraisals. (K23) |
Supervise staff or contractors during the main stages of the production cycle. (S17) |
Acts in a professional and ethical manner (B4) Committed to Continuous Professional Development (B5) |
|
Records
K18 K24 S18 |
Principles of online safety, confidentiality and protection of data. (K18) Purpose and types of farm or enterprise records including compliance, legal, health and safety, human resources, production, environmental, finance and industry audit requirements. (K24) |
Keep business records including using digital tools. (S18) |
None |
| KSBS GROUPED BY THEME | Knowledge | Skills | Behaviour |
|---|---|---|---|
|
Science
K1 S1 |
Physiological principles underpinning a production system and the impacts of husbandry or agronomy activities and inputs. (K1) |
Apply physiological principles to identify interventions to enhance productivity and maintain unit health. (S1) |
None |
|
Soil Management
K2 K3 S2 |
Importance of soil, types of soil and their impact on crop and husbandry decisions. Characteristics of poor and good soil structure, the impact of operations on soil and actions to improve structure. Soil fertility analysis data, and how to obtain and interpret it. (K2) Components of soil management plans and their purpose for managing soil health, nutrients, yields, runoff, erosion, flooding, soil carbon, external additives. Importance and principles of nutrient management guidance. (K3) |
Develop, implement and monitor a soil, manure or nutrient management plan to improve soil structure and fertility and monitor progress. (S2) |
None |
|
Animal or plant health
K4 S3 |
Principles of managing plant or animal health, the importance and principles of biosecurity and how to comply with plant or animal health legislation. (K4) |
Implement and review plans to manage the health of the production system in line with legislation and company policy. (S3) |
None |
|
Environment
K5 K6 S4 S5 |
Main habitats found on production sites, how to obtain and interpret information on site biodiversity. (K5) Implications of environmental legislation and industry guidance for site management. (K6) |
Implement practices that comply with environmental protection legislation and industry guidance, including pollution avoidance and control, wildlife and countryside protection and protection of biodiversity. (S4) Improve environmental practices on site including protecting and enhancing biodiversity. (S5) |
None |
|
By-products and waste
K8 K9 S6 |
Techniques for optimising value of resources and by-products. Principles of the waste hierarchy (reduce, reuse, recycle). (K8) Legislative and environmental regulation for management of by-products, inorganic waste, hazardous waste, Nitrate Vulnerable Zones, water and air and implications of non-compliance. (K9) |
Develop and implement plan(s) to optimise value of by-products and dispose of non reusable (single use) wastes. (S6) |
None |
|
Health, safety and welfare
K19 S11 S12 B2 |
Health, safety and wellbeing legislation, codes of practice and their implications for site management. The main hazards, risks to health, welfare and wellbeing found on farms or horticultural sites and mitigation methods. The risk from zoonoses. Factors when dealing with public, visitors or children on site. (K19) |
Manage, review and monitor health, safety, welfare and wellbeing on production unit. Carry out risk management including assessment of risk and mitigation. Communicate health and safety information to staff or stakeholders. (S11) Manage own health and safety and promotes best practice to others when undertaking activity. (S12) |
Champions health and safety across the team and embeds it in activities. (B2) |
|
Machinery and infrastructure
K21 S14 |
Factors when planning the safe and efficient use of machinery, equipment and facilities including legislation, operator competence, new technologies, maintenance requirements, suitability for task and business policy. (K21) |
Use, maintain and oversee machinery and infrastructure in line with legislation, manufacturers guidance and business policy. (S14) |
None |
Contact us about this apprenticeship
| Version | Change detail | Earliest start date | Latest start date | Latest end date |
|---|---|---|---|---|
| 1.0 | Approved for delivery | 29/08/2023 | Not set | Not set |
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