GuideLine Career Services (Next Step East Midlands)

Published date 20 th November 2009 Inspection Number 343102 Unique reference number: 58856

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Address:

159a Front Street Arnold Nottingham NG5 7EE Telephone number: 0115 9661722

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Information about the provider

1. GuideLine Career Services (GCS) is the sister company of Connexions Nottinghamshire. It currently holds the East Midlands Learning and Skills Council contract for nextstep services in the East Midlands. This region includes the counties of Derbyshire, Leicestershire, Lincolnshire/Rutland, Northamptonshire and Nottinghamshire. In addition to its nextstep contract GCS holds other contracts including those for provision funded by the European Social Fund. This inspection is of GCS’s nextstep provision only.

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Information about the provider

2. The regional operations manager is supported by a contract and management information manager, quality manager, marketing manager and five network coordinators, and manages the provision. In addition, GCS has appointed a deputy operations manager, development manager and continual professional development co-ordinator. A small team of four staff provide administrative support. Some telephone access point network coordination and information support is subcontracted. A business development manager coordinates the redundancy service and works with employers .

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Information about the provider

3. GCS employs nine advisers delivering 7% of the contract mainly in Nottinghamshire. Fifty-eight subcontractors provide the remainder of the nextstep service. They operate from 105 main sites as well as outreach locations such as Jobcentre Plus premises. GCS’s 12 main subcontractors are OTR Ltd, Connexions Derbyshire Ltd, National Probation Service Derbyshire, Derbyshire County Council Adult Community Education Service, Leicestershire Connexions Trading Ltd, Work- in- Progress UK, TaylorItex, Riverside Training Services Ltd, Learn IT (Northampton College), New Endeavour Training, Tresham Institute and Rachel Mallows Services to Business.

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Information about the provider

4. The East Midlands is an area of wide economic and social variation. It includes the major cities of Leicester, Nottingham and Derby as well as large rural areas such as those found in Lincolnshire and Derbyshire. The proportion of people from minority ethnic communities living in the cities, and around areas with a predominance of land-based industries in Lincolnshire is higher than the regional rate. Significant areas of deprivation exist in the cities, former coalfield areas and rural areas of the Lincolnshire coast. The unemployment rate across the region was 7% in July 2009 compared to the national average of 9%.

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Inspection Report GuideLine Career Services. 16 October 2009 2of 10

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Summary report

Grades: 1 is outstanding; 2 is good; 3 is satisfactory; 4 is inadequate

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Grade

Leadership and management 3 Safeguarding Equality and diversity

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Overall effectiveness

5. The overall effectiveness of GCS’s nextstep provision is satisfactory. Managers provide clear strategic leadership and have effectively introduced appropriate changes to the nextstep service. GCS’s self-assessment process is good and takes into account feedback from customers and subcontractors. The self- assessment report is concise and self-critical, accurately reflecting most of the judgements made by inspectors. Grades awarded at inspection matched those of the provider.

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Overall effectiveness

6. Outcomes for learners are satisfactory overall. High numbers of customers progress into learning but too few achieve employment following their nextstep sessions. Improvements in customers’ economic and social well- being are good. The quality of advice sessions is satisfactory overall and has improved recently. Venues are safe and accessible.

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Overall effectiveness

7. GCS manages it subcontractors well, providing good support and advice. The provider monitors subcontractor performance closely. Its arrangements for safeguarding and equality of opportunity are satisfactory. However, GCS has yet to implement training for all staff in these areas. GCS provides satisfactory value for money, although it has not addressed the high number of customers who fail to attend appointments. Inspection Report GuideLine Career Services. 16 October 2009 3of 10

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Main findings

 Customer progression rates for the universal plus and DP service are good and improving. Universal service rates are satisfactory. However, too few achieve employment  Improvements in customers’ economic and social well-being are good. Customers have good opportunities to identify and explore their barriers to learning and employment.  Partnerships with external organisations and within the subcontractor network are particularly effective. However, there is insufficient working with employers.  A good range of support services is available to customers. Information available to customers is accurate, up-to-date and impartial. However, outreach centres often have restricted access to web-based resources.  Arrangements for referring customers for literacy, numeracy and language assessments are satisfactory. However some advisers do not put sufficient emphasis on the promotion of Skills for Life.  Managers provide clear strategic leadership and are particularly effective in

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Main findings

managing change. GCS’s network of subcontractors provides good geographical coverage of the region. In a minority of rural areas provision is sparse.  GCS provides very good support and advice for its subcontractors. The contractor closely monitors the work of its subcontractors who meet regularly to share best practice and network.  Processes to improve the quality of action plans have been effective. However, GCS has yet to implement fully a process of quality assessment of advice sessions through observation.  GCS does not adequately set outcome targets to support effective customer progression monitoring of individual subcontractors.  The executive board effectively set and monitors GCS’s direction, standards and targets. Good use is made of the board’s collective knowledge of national and regional agendas to inform decision-making.  Safeguarding arrangements are satisfactory. GCS has provided recent

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Main findings

safeguarding updating training for staff but not all advisers have attended.  Equality of opportunity is satisfactory. However, not all advisers have participated in recent and relevant training.  GCS’s self-assessment report is concise and self-critical. The process is inclusive and uses feedback from a number of sources including subcontractors and customers.  GCS has not addressed the relatively high rate of customers failing to attend agreed appointments. Inspection Report GuideLine Career Services. 16 October 2009 4of 10

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further?

 Ensure all staff participate in training that updates their knowledge of equality, diversity and safeguarding.  Continue to improve the quality of nextstep interventions and skills action plans to ensure they are of maximum benefit to customers.  Monitor customer attendance at advice sessions and take action to reduce the rate of absence.  Set individual outcome targets for each subcontractor to support the achievement of challenging and realistic goals.  Provide support to unemployed customers to enable them to move into employment as soon as possible so they become economically self-supporting.  Improve advisers’ understanding of Skills for Life so they can more effectively encourage all customers to improve their skills.

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What customers like:

 the availability of free and timely advice  the opportunity to participate in an advice session at a local venue  the friendly and encouraging advisers  the relaxed atmosphere in which advice sessions are undertaken  the helpful action plan information.

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What customers would like to see improved:

 bigger interview rooms in some venues  better availability of refreshments  advisers spending less time completing paperwork during the advice session  access to a telephone in some centres.

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What employers like:

 the supportive service experienced by staff facing redundancy  the access to other agencies available through nextstep.

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What employers would like to see improved:

 more effective promotion of the nextstep service to all employers  the quality of nextstep sessions delivered by some subcontractors. Inspection Report GuideLine Career Services. 16 October 2009 5of 10

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Capacity to make and sustain improvement Grade 3

8. GCS has a satisfactory capacity to make and sustain improvements. Managers provide clear strategic leadership and have effectively managed changes to the service. The executive board provides a wealth of experience and knowledge and effectively sets the direction, standards and targets for the service.

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Capacity to make and sustain improvement Grade 3

9. GCS manages it subcontractors well, providing good support and advice. The provider has recently enhanced communications through the provision of an extranet which is readily accessible. Regular meetings, conferences and training events provide good opportunities to share best practice and network. GCS monitors subcontractor performance closely. Outcomes for learners and the quality of action plans have improved in recent months as a result of improvement initiatives.

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Capacity to make and sustain improvement Grade 3

10. The contractor’s self-assessment process is good and takes into account feedback from customers and subcontractors. The self-assessment report is concise and self-critical, accurately reflecting most of the judgements made by inspectors. The related quality improvement plan is clear and succinct and contains appropriate challenging targets. Staffing resources are sufficient. GCS has recently enhanced its management structure to address more effectively the demands of operating in a large region. Other resources, including accommodation, information technology and access to reference material are satisfactory.

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Outcomes for learners Grade 3

11. Since August 2008 the customer progression rates for the universal plus and differentiated personalised service show an improving trend and are good. Universal service rates for the same period are satisfactory. High numbers of customers progress into learning. However, too few achieve employment. GCS collects an appropriate range of progression rate data for different groups of customers. This data is currently only analysed by sub-region and shows that some counties are more successful than others in promoting progression.

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Outcomes for learners Grade 3

12. Improvements in customers’ economic and social well-being are good. Customers are effectively encouraged to review their existing skills and experiences and identify further learning and employment opportunities. Many customers have clearly identified targets which enable them to take responsibility for actions following the nextstep intervention. They are able to use good opportunities to identify and explore their barriers to learning and employment. For example, advisers routinely and effectively use skills checks to help customers explore existing skills gained from previous employment and plan future development needs. Inspection Report GuideLine Career Services. 16 October 2009 6of 10

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Outcomes for learners Grade 3

13. Advisers help customers to become well motivated in achieving their learning or employment goals. Following their advice sessions most customers take responsibility for carrying out the agreed actions very quickly. Customers are usually punctual for their appointments. However, too many customers do not attend agreed nextstep appointments.

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Outcomes for learners Grade 3

14. GCS takes appropriate steps to ensure the confidentiality and protection of personal information. Advisers have a satisfactory understanding of safeguarding arrangements. Venues are appropriately risk assessed and all are welcoming and accessible. Customers feel safe whilst attending their nextstep session.

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The quality of provision Grade 3

15. nextstep information and advice sessions are satisfactory overall. The better sessions are well planned and managed. Advisers use the time available very effectively to ensure customers receive accurate, up-to-date and impartial information which helps them to make good progress. Care is taken by advisers to use a wide range of skills and competently summarise the agreed session outcomes. Action plans are clearly written and include targets that are specific, measurable, accurate and time-bound. In the weaker interventions, customers’ needs are not clarified or prioritised, effectively. Interventions are poorly structured and do no adequately focus on customers needs. Some advisers do not explore all the possible options for employment or learning and customers’ progress is unnecessarily inhibited. Action plans are not sufficiently detailed. They do not accurately define customers’ short, medium and long-term goals.

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The quality of provision Grade 3

In a minority of venues customers are unable to take action plans away with them at the end of their sessions, as adequate printing facilities are not available. This causes an unnecessary delay in customers achieving their planned actions.

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The quality of provision Grade 3

16. The provision satisfactorily meets the needs and interests of customers. Venues are generally well located and are successful in attracting customers, some of whom have multiple barriers to training and employment. A minority of centres provide a good evening and weekend service. The suitability and range of resources available for use during interventions are satisfactory in most centres. However, outreach centres often have restricted access to web-based resources.

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The quality of provision Grade 3

17. Partnerships with external organisations and within the subcontractor network are particularly effective. Advisers make good use of these to help customers deal with personal, social, psychological and economic difficulties. For example, in areas of high deprivation or need, subcontractors are particularly successful in referring customers to specialist agencies, such as those dealing with personal finance, substance misuse and homelessness. This helps customers address issues that are impeding their progress. However, there are insufficient links and partnership arrangements with employers and this limits customers’ access to employment opportunities. Inspection Report GuideLine Career Services. 16 October 2009 7of 10

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The quality of provision Grade 3

18. GCS provides a good range of support services for customers. The provision of accurate, up-to-date and impartial information facilitates customers’ entry to education, training and employment. Arrangements for referring customers for literacy, numeracy and language assessments are satisfactory. However, some advisers do not place sufficient emphasis on promoting customers awareness and improvement of their Skills for Life competencies. Not all advisers adequately identify customers’ Skills for Life needs and often rely too heavily on customers’ self-declarations rather than exploring possible skills deficits. Some subcontractor staff speak a number of community languages and are able to offer, or obtain, good translation services for their customers.

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Leadership and management Grade 3

19. GCS has strong strategic leadership and is particularly effective in managing change and responding to national and local priorities. Its network of subcontractors generally provides good geographical coverage of the region although in a minority of rural areas provision is sparse. Subcontractors include an appropriate range of specialist providers for particular client and community groups.

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Leadership and management Grade 3

20. Very good support and advice is provided for subcontractors. Communication with subcontractor managers is good. However, sometimes GCS has not successfully conveyed information to advisers. The provider has recently enhanced communication through the provision of an extranet which is accessible to all subcontractor staff. Regular meetings, conferences and training events take place, providing good opportunities to share good practice and network. Most advisers are suitably qualified or working towards appropriate awards.

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Leadership and management Grade 3

21. GCS monitors the work of its subcontractors closely. Quality improvement activities include the sampling of customer action plans and observation of advice sessions. Feedback to advisers has helped to improve the quality of action plans. The assessment of advice sessions through observation is effective. However, GCS has yet to implement fully its quality assurance arrangements. The provider sets subcontractor targets for customer participation. However, the overall regional targets for customer progression are the same for each subcontractor and do not reflect local circumstances.

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Leadership and management Grade 3

22. GCS has a board of directors which effectively sets direction, standards and targets for the service. It appropriately monitors performance. Good use is made of the board’s collective knowledge of national and regional agendas to inform decision-making.

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Leadership and management Grade 3

23. GCS’s safeguarding arrangements are satisfactory. The contractor holds a central record of Criminal Records Bureau checks made on nextstep staff. GCS has an appropriate safeguarding policy and procedures in place to protect users of the nextstep service, which it devised in consultation with the local Inspection Report GuideLine Career Services. 16 October 2009 8of 10

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Leadership and management Grade 3

safeguarding board. Advisers’ understanding of safeguarding arrangements is satisfactory. GCS has provided training in safeguarding for key staff. However, not all advisers have attended recent updating training. Advice sessions take place in safe venues that are appropriately risk assessed. However, GCS does not have a comprehensive record of accidents, incidents and near misses at venues.

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Leadership and management Grade 3

24. The promotion of equality of opportunity is satisfactory. GCS adequately uses its equality and diversity action plan to drive forward improvements. Senior managers appropriately monitor developments and encourage the adoption of best practice. GCS carefully monitors the engagement of customers from targeted groups to identify progress against targets. Some subcontractors have been particularly successfully in attracting hard to reach customers. GCS suitably analyses the progression data for different groups of customers for comparative purposes. During advice sessions, advisers adequately promote equality and diversity and tackle discrimination where necessary. Advisers ensure that customers understand their rights and responsibilities and the importance of confidentiality and data protection. Advisers have a satisfactory understanding of equality and diversity. Advice session venues are accessible

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Leadership and management Grade 3

for customers with mobility difficulties. GCS’s has effective arrangements to provide the nextstep service for customers for whom English is a second language. In the better venues subcontractors effectively celebrate equality and diversity through, for example, the good use of displays and community languages. Not all advisers have participated in recent and relevant equality and diversity training. The staff profile of advisers overall is generally comparable with that of the customers that GCS serves. However, data on the age profile of advisers has not yet been analysed.

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Leadership and management Grade 3

25. GCS has a satisfactory process to gather feedback from customers and stakeholders . The provider routinely analyses relevant data and uses it to improve the service.

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Leadership and management Grade 3

26. GCS’s self-assessment report is a concise and self-critical evaluation of its provision. Many of the areas for improvement included in the report match those identified by inspectors. The quality improvement plan is clear and succinct. The self-assessment process is inclusive and systematic in its use of information obtained from a number of sources including subcontractors and customers.

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Leadership and management Grade 3

27. Overall, GCS uses its resources satisfactorily to secure value for money. Customers have satisfactory access to a suitable range of resources. Advice sessions generally take place in welcoming, appropriate environments where advisers assure confidentiality. However, GCS has not addressed with some subcontractors, the relatively high rate of customers failing to attend agreed appointments. GCS has recently enhanced its management structure to reflect better the demands of operating in a large region. Inspection Report GuideLine Career Services. 16 October 2009 9of 10

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Information about the inspection

28. Two of Her Majesty’s Inspectors (HMI) and four additional inspectors, assisted by the provider’s operations manager as nominee, carried out the inspection. Inspectors also took account of the provider’s most recent self-assessment report and development plans, comments from the local Learning and Skills Council (LSC) and data on learners and their achievement.

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Information about the inspection

29. Inspectors used group and individual interviews, telephone calls and emails. They looked at questionnaires customers and employers had recently completed on behalf of the provider. They also observed information and advice sessions, and progress reviews. Inspectors collected evidence from programmes in each of the nextstep services the provider offers. Inspection Report GuideLine Career Services. 16 October 2009 10of 10

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Information about the inspection

GuideLine Career Services 16 October 2009 nextstep

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Information about the inspection

Outcomes for learners 3 3 3 3 How well do learners achieve and enjoy their learning? 3 How well do learners attain their learning goals? How well do learners progress? How well do learners improve their economic and social well-being through learning and development? How safe do learners feel? 3 Are learners able to make informed choices about their own health and well being?* N/A

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Information about the inspection

How well do learners make a positive contribution to the community?* N/A

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Information about the inspection

Quality of provision 3 3 3 3 How effectively do teaching, training and assessment support learning and development? How effectively does the provision meet the needs and interests of users? How well partnerships with schools, employers, community groups and others lead to benefits for learners? How effective are the care, guidance and support learners receive in helping them to achieve? Leadership and management 3 3 3 3 How effectively do leaders and managers raise expectations and promote ambition throughout the organisation? How effectively do governors and supervisory bodies provide leadership, direction and challenge?* How effectively does the provider promote the safeguarding of learners? How effectively does the provider actively promote equality and diversity, tackle discrimination and narrow the achievement gap? How effectively does the provider engage with users to support and promote improvement? How effectively does self-assessment improve the quality of the

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Information about the inspection

provision and outcomes for learners? How efficiently and effectively does the provider use its available resources to secure value for money? *where applicable to the type of provision Grades using the 4 point scale 1: Outstanding; 2: Good; 3: Satisfactory; 4: Inadequate Overall Universal service Universal Plus service DPS Approximate number of customers 54164 37692 1929 14543 Overall effectiveness 3 3 3 3 Capacity to improve 3 set out in the guidance ‘Complaining about inspections’, which is available from Ofsted’s website: www.ofsted.gov.uk

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Information about the inspection

inspects registered childcare and children's social care, including adoption and fostering agencies, residential schools, family centres and homes for children. It also inspects all state- maintained schools, non-association independent schools, pupil referral units, further education, initial teacher education, and publicly funded adult skills and employment-based training, the Children and Family Court Advisory Support Service (Cafcass), and the overall level of services for children in local authority areas.

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Information about the inspection

If you would like a copy of this report in a different format, such as large print or Braille, please telephone 08456 404040, or email enquiries@ofsted.gov.uk.

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Information about the inspection

You may copy all or parts of this document for non-commercial educational purposes, as long as you give details of the source and date of publication and do not alter the information in any way.

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Information about the inspection

Aviation House 125 Kingsway London WC2B 6NH

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Information about the inspection

T: 08456 404040 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.ofsted.gov.uk

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