Crown Vocational Training Limited

Crown Vocational Training Limited Monitoring visit report

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Name of lead inspector: Chris Bealey, Ofsted Inspector

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Type of provider: Independent learning provider

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Address:

Caedmon Hall Pall Mall Leigh-on-Sea Essex SS9 1RA Monitoring visit: Crown Vocational Training Limited, 6–7 March 2019

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Context and focus of visit

From October 2018, Ofsted undertook to carry out monitoring visits to all newly directly funded providers of apprenticeship training provision which began to be funded from April 2017 or after by ESFA and/or the apprenticeship levy. This monitoring visit was undertaken as part of those arrangements and as outlined in the ‘Further Education and Skills Inspection Handbook’, especially the sections entitled ‘Providers newly directly funded to deliver apprenticeship training provision’ and ‘Monitoring visits’. The focus of these visits is on the themes set out below.

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Context and focus of visit

Crown Vocational Training Limited (CVTL) was formed in 2012 and provided training as part of a network of providers in Southend. In May 2017, CVTL started to receive public funding to provide apprenticeship training. The company currently has 117 apprentices. Of these, 47 apprentices are studying new apprenticeship standards and the remainder are studying apprenticeship frameworks. CVTL provides training across six key sectors. These include business administration at levels 2, 3 and 4, sale of residential property at levels 2 and 3, property letting and management at levels 2, 3 and 4 and customer service at levels 2 and 3.

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Reasonable progress

Leaders have a clear strategy to develop and implement apprenticeship programmes. These match precisely the needs of local employers and apprentices. Managers work well with employers to successfully coordinate on- and off-the job training. As a result, apprentices make good use of their allocated off-the-job training. Managers work very effectively with employers to ensure that apprentices receive their on- and off-the-job training entitlement. Leaders and managers ensure that the funding agency’s and institute for apprenticeship’s (IFA) requirements are met.

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Reasonable progress

Leaders and managers develop strong relationships with employers. As a result, apprentices are recruited with integrity. Leaders and managers attend weekly employer networking events and work closely with local business forums and interest groups, such as the Southend Peers Network and the Business Growth Forum. Consequently, CVTL has a good understanding of employer needs.

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Reasonable progress

Leaders and managers recruit staff with high levels of specialist knowledge and skills. For example, business administration trainers have considerable experience in finance, banking, call-centre management and retail. Apprentices benefit from good- quality training, which enables them to gain substantial new skills, knowledge and behaviours. Monitoring visit: Crown Vocational Training Limited, 6–7 March 2019 Managers effectively hold trainers to account through regular performance reviews. They also observe teaching, learning and assessment frequently. Managers give trainers adequate action plans that improve the quality of training. These are particularly helpful in ensuring that trainers develop apprentices’ understanding of the ‘Prevent’ agenda and fundamental British values.

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Reasonable progress

Leaders and managers effectively monitor apprentices’ progress. They ensure that staff provide good support if apprentices fall behind in their work. Leaders and managers record in detail the performance of most apprenticeship groups, for example apprentices with learning support needs. However, managers do not yet analyse apprentices’ outcomes by gender or ethnicity. Therefore, leaders and managers cannot identify, monitor and improve the performance of these apprenticeship groups to ensure that none is disadvantaged.

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Reasonable progress

Leaders and managers assess the quality of their provision accurately. Improvement actions result in the improved quality of training for apprentices. However, leaders are right to recognise that governance arrangements are insufficient. For example, they do not receive any independent supervisory oversight. Consequently, no one holds leaders to account for the quality of training, or the progress that apprentices make on their programmes. Leaders are starting to review this with support from the Association of Employment and Learning Providers.

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Reasonable progress

Apprentices develop substantial new vocational knowledge, skills and behaviours as a result of good on- and off-the-job training. Staff identify apprentices’ starting points accurately. They make good use of this information to design an individual development plan for each apprentice. Apprentices use thseir new knowledge and skills effectively in the workplace. For example, apprentices have become more effective team leaders. They trust their team members with additional responsibility that enables leaders to concentrate on more important tasks. Employers often give their higher-level business apprentices responsibility for new work projects.

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Reasonable progress

Staff monitor the progress of each apprentice accurately. They identify completion target dates for each unit in the training programme and check that apprentices achieve. Staff review targets weekly and set more stretching targets if apprentices are progressing more quickly than expected. Staff provide support swiftly when apprentices fall behind due to personal circumstances. Staff monitor the progress of apprentices on new standards apprenticeships very effectively. As a result, these apprentices make good progress. Their individual training plans link well to their final test. As a result, apprentices are prepared effectively for their tests. Monitoring visit: Crown Vocational Training Limited, 6–7 March 2019 Employers rightly recognise the positive impact that apprentices’ knowledge, skills and have on their business. They understand that good-quality training results in improved business efficiency. Apprentices learn resilience, and this has increased

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Reasonable progress

staff retention in a call centre. Apprentices are ambitious. They become keen learners and have the confidence to progress to further training opportunities. Employers value apprentices’ increased motivation.

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Reasonable progress

Trainers provide good support to develop apprentices’ English and mathematics skills. Trainers provide good resources and clear and well-referenced feedback. For example, trainers give effective written explanations of the correct use of the apostrophe to improve apprentices’ grammar.

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Reasonable progress

Apprentices’ work is of an appropriate technical standard. However, assessors do not challenge apprentices to produce work of a higher standard. Apprentices do not know how achieve higher grades in their final test. Assessors do not always identify apprentices’ technical errors. For example, when apprentices misinterpret the consequences of breaching general data and protection regulations.

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Reasonable progress

Leaders and managers ensure that safeguarding arrangements are effective. Apprentices feel safe and are safe. The designated safeguarding officer (DSO) and deputy DSO hold appropriate safeguarding qualifications. Staff act quickly and take appropriate action when dealing with safeguarding concerns and follow them through to a resolution correctly.

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Reasonable progress

Leaders and managers ensure that staff receive appropriate training for the ‘Prevent’ duty, health and safety, and fundamental British values. Consequently, trainers discuss these topics confidently with apprentices, who develop a good understanding.

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Reasonable progress

Apprentices demonstrate a good awareness of the ‘Prevent’ duty and the potential threats posed by extremist behaviour online, at work and in their private lives. Apprentices demonstrate a particularly good understanding of fundamental British values. For example, apprentices know that legislation protects the observance of religious practice in the workplace. They ensure that their teams respect the faiths and beliefs of others appropriately.

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Reasonable progress

Leaders and managers have good links with external agencies. This improves staff understanding of safeguarding still further. As a result, the regional ‘Prevent’ officer, and specialists in drugs and alcohol misuse, make effective contributions in staff meetings. Staff are able to identify effectively any changed behaviours they may see in their apprentices and know what action to take. Monitoring visit: Crown Vocational Training Limited, 6–7 March 2019 the guidance ‘Raising concerns and making a complaint about Ofsted’, which is available from Ofsted’s website: www.gov.uk/government/publications/complaints-about-ofsted . If you would like Ofsted to send you a copy of the guidance, please telephone 0300 123 4234, or email enquiries@ofsted.gov.uk . Learner View Learner View is a website where learners can tell Ofsted what they think about their college or provider. They can also see what other learners think about them too. To find out more go to

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Reasonable progress

Employer View Employer View is a website where employers can tell Ofsted what they think about their employees’ college or provider. They can also see what other employers think about them too. To find out more go to www.employerview.ofsted.gov.uk .

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