This apprenticeship is in revision

A temporary dispensation has been applied to the ST0385 version 1.2 end-point assessment plan for this apprenticeship. The dispensation will last from 21/12/2023 to 31/08/2024, but may be withdrawn if the assessment plan is revised sooner or the dispensation is no longer necessary.

This dispensation applies to agreed cohorts only. EPAOs must contact IfATE for each individual case. If your organisation is considering beginning the delivery of this EPA, you should follow the requirements as they are detailed in the plan as the dispensation is intended to support specific apprentices only.

The key changes are: Apprentices made redundant at Gateway will be allowed to use on-programme project based evidence to complete their project proposal.

Skills 1.2, 2.1, 2.2 and 3.1 will be assessed via the questioning component of the assessment.

Please contact the IfATE via should you require any further clarity.

A revised version  of this apprenticeship standard has been agreed and is available for information only at present. Further details of this and other apprenticeship standards in revision are available in the revisions and adjustments status report

Overview of the role

Managing teams and projects in line with a private, public or voluntary organisation's operational or departmental strategy.

Operations or departmental manager

Reference Number: ST0385

Details of standard


An Operations or departmental manager is someone who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy. They are accountable to a more senior manager or business owner. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities and job titles will vary, but the knowledge, skills and behaviours needed will be the same. Key responsibilities may include creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, coaching and mentoring. Roles may include: Operations manager, Regional manager, Divisional manager, Department manager and Specialist managers.

Typical job titles:

Typical job titles: Operations manager, Regional manager, Divisional manager, Department manager and Specialist managers 

Entry requirements

The entry requirement for this apprenticeship will be decided by each employer, but may typically be five GCSEs at Grade C or higher.

Requirements: knowledge, skills and behaviours


What is required (through formal learning and applied according to business environment)

Organisational performance – delivering results

Operational management

Understand operational management approaches and models, including creating plans to deliver objectives and setting KPIs. Understand business development tools (eg SWOT), and approaches to continuous improvement. Understand operational business planning techniques, including how to manage resources, development of sales and marketing plans, setting targets and monitoring performance. Knowledge of management systems, processes and contingency planning. Understand how to initiate and manage change by identifying barriers and know how to overcome them. Understand data security and management, and the effective use of technology in an organisation.

Project management

Know how to set up and manage a project using relevant tools and techniques, and understand process management. Understand approaches to risk management.


Understand business finance: how to manage budgets, and financial forecasting.

Interpersonal excellence – managing people and developing relationships

Leading people

Understand different leadership styles, how to lead multiple and remote teams and manage team leaders. Know how to motivate and improve performance, supporting people using coaching and mentoring approaches. Understand organisational cultures and diversity and their impact on leading and managing change. Know how to delegate effectively.

Managing people

Know how to manage multiple teams, and develop high performing teams. Understand performance management techniques, talent management models and how to recruit and develop people.

Building relationships

Understand approaches to partner, stakeholder and supplier relationship management including negotiation, influencing, and effective networking. Knowledge of collaborative working techniques to enable delivery through others and how to share best practice. Know how to manage conflict at all levels.


Understand interpersonal skills and different forms of communication and techniques (verbal, written, non-verbal, digital) and how to apply them appropriately.

Personal effectiveness – managing self

Self awareness

Understand own impact and emotional intelligence. Understand different and learning and behaviour styles.

Management of self

Understand time management techniques and tools, and how to prioritise activities and the use of different approaches to planning, including managing multiple tasks.

Decision making

Understand problem solving and decision making techniques, including data analysis.

Understand organisational values and ethics and their impact on decision making.


What is required (acquired and demonstrated through continuous professional development)

Organisational performance – delivering results

Operational management

Able to input into strategic planning and create plans in line with organisational objectives.

Support, manage and communicate change by identifying barriers and overcoming them. Demonstrate commercial awareness, and able to identify and shape new opportunities. Creation and delivery of operational plans, including setting KPIs, monitoring performance against plans. Producing reports, providing management information based on the collation, analysis and interpretation of data.

Project management

Plan, organise and manage resources to deliver required outcomes. Monitor progress, and identify risk and their mitigation. Able to use relevant project management tools.


Able to monitor budgets and provide reports, and consider financial implications of decisions and adjust approach and recommendations accordingly.

Interpersonal excellence – managing people and developing relationships

Leading people

Able to communicate organisational vision and goals and how these to apply to teams.

Support development through coaching and mentoring, and enable and support high performance working. Able to support the management of change within the organisation.

Managing people

Able to manage talent and performance. Develop, build and motivate teams by identifying their strengths and enabling development within the workplace. Able to delegate and enable delivery though others.

Building relationships

Able to build trust, and use effective negotiation and influencing skills and manage conflict.

Able to identify and share good practice, and work collaboratively with others both inside and outside of the organisation. Use of specialist advice and support to deliver against plans.


Able to communicate effectively (verbal, non-verbal, written, digital) and be flexible in communication style. Able to chair meetings and present using a range of media. Use of active listening, and able to challenge and give constructive feedback.

Personal effectiveness – managing self


Able to reflect on own performance, working style and its impact on others.

Management of self

Able to create a personal development plan.  Use of time management and prioritisation techniques.

Decision making

Able to undertake critical analysis and evaluation to support decision making Use of effective problem solving techniques


What is required (developed and exhibited in the workplace)

Takes responsibility

Drive to achieve in all aspects of work. Demonstrates resilience and accountability.

Determination when managing difficult situations.  Seeks new opportunities.


Open, approachable, authentic, and able to build trust with others.  Seeks the views of others and values diversity.


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.


Sets an example, and is fair, consistent and impartial. Open and honest. Operates within organisational values


Typically this apprenticeship will take 2 ½  years.


Apprentices without level 2 English and maths will need to achieve this level prior to taking the end-point assessment.


On completion, apprentices can register as full members with the Chartered management institute and/or the Institute of leadership and management, and those with 3 years’ of management experience can apply for Chartered manager status through the CMI.


Level 5.

Review date

This standard should be reviewed within three years of its approval.


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Status: Approved for delivery
Level: 5
Reference: ST0385
Version: 1.2
Date updated: 19/03/2024
Approved for delivery: 1 June 2016
Route: Business and administration
Typical duration to gateway : 30 months (this does not include EPA period)
Maximum funding: £7000
LARS Code: 104
EQA Provider: Ofqual
Employers involved in creating the standard: CMI, Acivico, Agillisys, Anglo Educational, Balfour Beatty, Barchester Healthcare, Barclays Bank, Boots UK Ltd, BBC, Civil Service, Codegent, Co-op, Evolution Partnership, HMRC, Kinnerton Confectionery, NISA Retail Limited, One Stop, Opus Building Services, Sainsburys, Santander UK plc, Serco, umi Digital / Anglo Educational, Virgin Media, ILM, TUI, Markerstudy, Babcock, Gateshead Council, Lifetime

Version log

Version Change detail Earliest start date Latest start date Latest end date
Revised version awaiting implementation Not set Not set Not set
1.2 End-point assessment plan revised 21/10/2020 Not set Not set
1.1 The funding band for this standard has been reviewed as part of the apprenticeship funding band review. The new funding band is £7000 04/03/2019 20/10/2020 Not set
1.0 Retired 01/06/2016 03/03/2019 Not set

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