Careers Enterprise South East nextstep

Published date 27 November 2009 Inspection Number 343111 Unique reference number: 51027

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Name of lead inspector: Diane Stacey HMI

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Address:

Careers Enterprise Ltd 666 North Row Milton Keynes Buckinghamshire MK9 3AP Telephone number: 01483 528862 Careers Enterprise South East nextstep

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Information about the provider

The prime contractor for South East nextstep is Careers Enterprise Limited, trading as VT Enterprise. The contract is funded by the Learning and Skills Council. The region comprises the counties of Berkshire, Buckinghamshire, Hampshire and the Isle of Wight, Kent, Oxfordshire, Surrey, Sussex and the unitary authorities of Milton Keynes and Medway.

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Information about the provider

The regional manager is supported by a team of three regional functional managers, eight regional coordinators and six business support administrators. A regional telephone access point is based at the Milton Keynes site.

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Information about the provider

VT Enterprise employs a direct delivery team of 80 advisers, who deliver 51% of the contract. It also has subcontracting arrangements with 82 organisations across the region. They operate from 134 sites including outreach locations such as Jobcentre Plus premises.

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Information about the provider

For the first quarter of 2009, unemployment in the South-East, at 5.3%, was below the national average of 7.1%. The groups most affected include the lowest qualified, people with disabilities, people from minority ethnic backgrounds, lone parents and older workers. The general picture disguises the variation within the region. Kent and the south coast fare particularly poorly, with Hastings, Brighton & Hove, Southampton and Medway all featuring among the more deprived districts in England.

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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

The overall effectiveness of VT Enterprise’s nextstep provision is satisfactory. The nextstep contractor has shown that it has satisfactory capacity to improve the outcomes for customers and the quality of provision. The promotion of equality and diversity is satisfactory, as are the procedures for safeguarding customers. Leadership and management of the nextstep provision is satisfactory and VT Enterprise is making satisfactory progress towards meeting the challenging targets that it sets itself. However, monitoring of subcontractors’ follow-up rates of customers’ outcomes and of their advice sessions needs further development. The self-assessment process is satisfactory and takes into account the views of customers and subcontractors. The self-assessment report is self-critical and accurately reflects most of the judgements made by inspectors. Grades awarded at inspection matched those of the contractor.

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Main findings

 The care, guidance and support for customers is good. Barriers to training, learning and employment are effectively identified and referrals clearly made to specialist providers where relevant. Advisers respond well to individual customer needs, including appointments at flexible hours.  VT Enterprise responds well to local and national initiatives and changing circumstances. It works with a large and diverse range of subcontractors and its own direct delivery team to ensure that services meet those most at need in the region. Well-established networks liaise effectively to meet the needs of customers. However, some referrals from Jobcentre plus to nextstep are inappropriate.  Progression rates for customers are satisfactory. Positive outcomes for differentiated and personalised services (DPS) and Universal Plus customers are good, particularly into employment. Universal service rates are satisfactory.

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Main findings

However, the number of customers followed up has been consistently low. Some subcontractors have taken insufficient action to gather information on the progression of customers.  VT Enterprise has satisfactory safeguarding procedures in place. However, not all advisers have participated in formal safeguarding or risk assessment training yet. Customers feel safe and secure within nextstep venues and sessions. However, there is insufficient privacy for some sessions.  nextstep sessions are satisfactory. Most advisers use good communication skills to explore and identify customers’ needs and provide information on a wide range of options that are available to customers. However, some individual sessions are insufficiently structured and do not make best use of time. Some group sessions do not involve customers sufficiently.  Resources are satisfactory. In the better sessions, information technology is

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Main findings

used well. However, access to and use of these resources is limited in some venues. Some advisers develop their own additional activities and resources to support customers.  A new management structure has begun to improve communication across the network of advisers and subcontractors. However, VT Enterprise provides insufficient opportunity for advisers to exchange information and good practice in the delivery of information and advice sessions for customers.  VT Enterprise has well-designed systems for monitoring and evaluating provision, which are effective in identifying areas for improvement. Where a need is identified, it takes effective action to improve. However, it makes insufficient use of its observation programme to assess and improve the quality of information and advice sessions, particularly in subcontractors.  Equality and diversity is satisfactory. The contractor collates and analyses data

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Main findings

about customers’ participation and outcomes well. Its sets clear targets against its findings to improve participation of some groups of customers.  Attendance at pre-booked advice sessions is low across the majority of the region. This is identified within the self-assessment report.  The recording of actions for customers is insufficiently thorough and detailed. Targets are not always specific and the completion of documentation often interrupts discussions during the session.

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What does VT Enterprise need to do to improve further?

 Develop the observation programme to extend its use of subcontractors and to include action planning for advisers’ development, in order to improve their skills and techniques in delivery of group sessions and one-to-one sessions.  Improve subcontractors’ collection of data on progression outcomes to provide more reliable information on outcomes for customers.  Make use of the full range of resources available to advisers to help customers make better progress in sessions.  Ensure that all advisers, including those of subcontractors, participate in training to increase their knowledge of safeguarding and risk assessment practices.  Continue to develop and monitor the action-planning process to ensure customers have challenging, specific and time-bound actions on leaving advice sessions.  Improve arrangements to offer privacy to customers when needed.

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What learners like:

 the ‘can do’ approach of advisers  the very approachable, welcoming and supportive advisers  the positive approach to promoting learning  the range of information  help with recognising skills  good opportunities to get professional advice on writing a curriculum vitae  the boost in confidence  access to a specialist centre which gives support in all areas.

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What learners would like to see improved:

 handouts written in clear English  more information to take away with them  more information about the nextstep service prior to the interview  more follow-up meetings  longer advice sessions.

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What employers like:

 the good communications with the nextstep service  the good course that met all objectives  the well-prepared and delivered workshop.

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What employers would like to see improved:

 better promotion of how the nextstep service can help.

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Capacity to make and sustain improvement Grade 3

VT Enterprise has responded well to the changes imposed by changed economic circumstances and its involvement in trials and pilots. It has established effective systems for monitoring and evaluating the quality of its well-planned provision. Its self-assessment is accurate and makes good use of customers’ feedback. Managers carefully monitor the implementation of the associated improvement plan. A revised management structure has begun to improve communication and consistency in provision. VT Enterprise has been successful in developing working relationships with Jobcentre Plus to improve access for unemployed people. However, some quality improvement actions have yet to impact on the quality of provision and others are planned but have yet to be implemented.

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Outcomes for learners Grade 3

Progression rates for customers are satisfactory. Since August 2008, the numbers of customers followed up to determine their progression outcome has been consistently low for Universal but has significantly improved for Universal Plus and differentiated personalised service customers. Positive outcomes for differentiated and personalised services and Universal Plus customers are good. A high number of these customers were unemployed at the time of their advice session and, of these, just under half progressed to employment. Universal service rates for the same period are satisfactory.

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Outcomes for learners Grade 3

Improvements in customers’ economic and social well-being are satisfactory. Customers develop a better understanding of different employment and training options available to them. Most customers gain a satisfactory understanding of their transferable skills and how these might be suitable for types of employment that they had previously not considered. Confidence and motivation to participate in learning or employment improves and many customers are able to complete an appropriate curriculum vitae.

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Outcomes for learners Grade 3

Attendance at advice sessions is too low across the majority of the region. Many customers do not arrive for their appointments, particularly those referred from job centres. Waiting times for nextstep appointments is too long in some instances. The process to contact customers prior to appointments, to encourage attendance, is ineffective.

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Outcomes for learners Grade 3

Advice sessions take place in environments where customers feel safe and comfortable. Advisers place a strong focus on confidentiality and customers feel at ease to discuss personal issues. However, in a small number of locations, privacy is not always available.

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The quality of provision Grade 3

The quality of advice sessions is satisfactory. In better sessions, advisers demonstrate a good range of communications skills which they use effectively to explore customers’ needs and any barriers to learning and employment. They suggest a wide range of options which enable customers to make informed choices, particularly in relation to education and training. However, some sessions are insufficiently well structured and do not make the best use of time . In some group sessions, advisers do not use a sufficiently wide range of teaching and learning strategies and not all customers are sufficiently involved in sessions.

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The quality of provision Grade 3

Action plans are insufficiently detailed. Many do not contain specific and time-bound actions for customers. Some customers are not given a copy of the plan at the end of their session, although advisers usually send it later. The completion of action plans often interrupts the flow of the session. Managers do, however, monitor the quality of action plans and are continuing to provide further training to advisers.

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The quality of provision Grade 3

Resources are satisfactory. Information technology is generally used well but facilities are limited in some venues. A good range of activities and resources, developed by advisers to support customers, are not sufficiently shared with other advisers across the region.

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The quality of provision Grade 3

VT Enterprise meets the needs and interests of its customers effectively. The contractor has a well-structured range of partners. Customers are referred appropriately to the many specialist services that they provide. Venues meet the diverse range of customers’ needs well. However, customers do not always receive sufficient information about the nextstep service.

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The quality of provision Grade 3

Support for customers is good. Advisers respond flexibly to customers’ needs, including making appointments out of normal working hours. Advisers build up trust and rapport with customers and are sensitive about how they encourage customers to disclose information related to barriers to employment and learning opportunities. Customers are appropriately referred to specialist support organisations. Explorations of customers’ literacy and numeracy needs are satisfactory and advisers are knowledgeable about the range of provision available to support these needs.

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Leadership and management Grade 3

VT Enterprise has responded well to local and national initiatives and priorities and is careful to target services at those most in need. It has formed good links with partners such as Jobcentre Plus, and contracts with an extensive range of subcontractors, providing them with good support to help them deliver the service. It has responded well to requests for pilot initiatives and services and was prompt in adapting provision to meet the needs of an increasing number of customers who were under notice of redundancy or unemployed. VT Enterprise has recently made helpful changes to its management structure to improve communication with its directly delivered and subcontracted services. The use of monthly meetings and training events effectively develops the direct delivery team and keep members up to date. Regular newsletters and meetings keep subcontractor advisers informed, and a training programme is planned for advisers.

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Leadership and management Grade 3

However, VT Enterprise has not yet done enough to facilitate the exchange of information and good practice between direct delivery and subcontractor staff in order to develop and make the best use of both. VT Enterprise has planned an annual conference to help tackle this area for improvement.

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Leadership and management Grade 3

VT Enterprise makes good use of a range of data to monitor provision. It sets targets for participation and outcomes and monitors these carefully. VT Enterprise has suitable arrangements for collecting feedback from customers. It analyses this feedback thoroughly and takes action where necessary. It is responsive to employers’ needs and has developed provision effectively to provide services for employees who are under threat of redundancy.

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Leadership and management Grade 3

VT Enterprise has well-designed systems for monitoring its provision. It carries out evaluative assessments of its subcontracted and directly delivered provision. Its quarterly reviews of subcontractors show improvements in their application of procedures. It makes good use of customer feedback to inform its quality reviews. However, it makes insufficient use of its observation programme to assess the quality of advice sessions and it routinely observes only its direct delivery advisers. Although it observes one adviser from each subcontractor annually, VT Enterprise does not ensure that all subcontractors’ advisers are formally observed. Observation records do not always provide sufficiently evaluative information to justify the grade awarded and do not include an action plan for improving performance. Observation systems have not identified that not all resources used by advisers have been quality assured

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Leadership and management Grade 3

Its self-assessment process makes effective use of information from a range of sources in addition to its own quality monitoring activities. The self-assessment report is broadly accurate and evaluative. Many of its strengths and areas for improvement matched those of inspectors. The associated quality improvement plan is detailed and thorough, and its implementation is monitored carefully.

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Leadership and management Grade 3

VT Enterprise has satisfactory safeguarding and vulnerable persons’ policies in place. Advisers’ understanding of safeguarding arrangements is satisfactory. A programme of awareness raising and formal safeguarding training is in place. A central record of Criminal Records Bureau checks is maintained of all nextstep staff, including subcontractors’ advisers. VT Enterprise funds checks for subcontractors’ new advisers, as well as for those requiring updated checks. Advice sessions take place in safe venues that are appropriately risk assessed by advisers. However, while advisers have written guidelines, they have not received formal risk assessment training. Procedures for recording and monitoring records of accidents, incidents and near misses are satisfactory.

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Leadership and management Grade 3

The promotion of equality and diversity is satisfactory. The contractor has an appropriate equality-of-opportunity strategy and policy. Satisfactory checks are carried out to ensure that subcontractors have appropriate equality and diversity policies and practices. VT Enterprise is effective in providing its service to a wide group of customers and contracts with a high number of subcontractors to extend its reach into the community. Venues are well dispersed across the area to facilitate access for customers who are particularly disadvantaged and subcontractors with specialist expertise play an important role. A wide range of languages are spoken by advisers across the region, which assists with effective communication with customers where required. VT Enterprise analyses the performance of different groups of customers thoroughly. Managers set clear actions where disparities are identified. For example, they are aware that they are reaching a higher proportion of

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Leadership and management Grade 3

males and lower proportions of customers who are over 50 years of age. Managers set clear actions for strategies to increase the participation rates of females and those aged over 50. Equality and diversity training for staff is up to date and an e- learning programme is being introduced for advisers. Satisfactory procedures are in place for customers to make complaints, compliments and comments.

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Leadership and management Grade 3

VT Enterprise provides satisfactory value for money. Provision is well planned to meet the needs of the region and is responsive to changing needs and circumstances. Outcomes for customers are satisfactory, as is the quality of provision they are offered. VT Enterprise is successful in providing access to services for customers that are not otherwise publicly funded.

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Information about the inspection

1. Two of Her Majesty’s Inspectors (HMI) and four additional inspectors, assisted by the provider’s quality 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 and data on learners and their achievement.

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Information about the inspection

2. 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. Record of Main Findings (RMF)

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Information about the inspection

Careers Enterprise Southeast nextstep 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 3 How well do learners attain their learning goals? How well do learners progress?

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Information about the inspection

How well do learners improve their economic and social well-being through learning and development? Do learners feel safe? 3 Are learners able to make informed choices about their own health and well being?* How well do learners make a positive contribution to the community?* 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?

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Information about the inspection

How effective are the care, guidance and support learners receive in helping them to achieve?

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Information about the inspection

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?* na

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Information about the inspection

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 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 enrolled learners 94796 51861 4231 19352 Overall effectiveness 3 3 3 3 Capacity to improve 3 inspects to achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children's social

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Information about the inspection

care, and inspects the Children and Family Court Advisory Support Service (Cafcass), schools, colleges, initial teacher training, work-based learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It rates council children’s services, and inspects services for looked after children, safeguarding and child protection.

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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

Royal Exchange Buildings St Ann’s Square Manchester, M2 7LA

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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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