Took Us A Long Time Limited

Took Us A Long Time Limited Interim visit report

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Name of lead inspector: Peter Nelson HMI

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Address:

32 Charlotte Street London W1T 2NQ Interim visit: Took Us A Long Time Ltd, 28–29 October 2020

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Context and focus of visit

On 17 March 2020, all routine inspections were suspended due to the COVID-19 (coronavirus) pandemic. As part of our phased return to routine inspections, we are carrying out ‘ interim visits ’ to further education and skills providers. Interim visits are to help learners, parents, employers and government understand how providers are meeting the needs of learners and apprentices in this period, including learners with high needs and those with special educational needs and/or disabilities.

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Context and focus of visit

We intend to return to routine inspection in January 2021 but will keep the exact timing under review.

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Context and focus of visit

The focus of these visits is on the themes set out below and the findings are based on discussions with leaders, managers, staff and learners.

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Information about the provider

Took Us A Long Time Limited is the subsidiary trading company of Tasty PLC, a restaurant operator in the UK. It operates two restaurant brands, Wildwood Restaurants and dim t, with a total of around 50 restaurants nationally. The head office is in Camden, London. At the time of the interim visit, there were 17 apprentices on the level 2 production chef and hospitality team member standards, and two apprentices on the level 3 hospitality supervisor standard.

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Information about the provider

During the COVID-19 restrictions, all restaurants in the chain closed. Leaders furloughed virtually all employees, apprentices and trainers. As a result, managers were forced to pause all apprenticeship programmes. Apprentices started to return to work in limited numbers from July 2020, as the restaurants within the chain re- opened.

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stakeholders and adapts to changed circumstances?

COVID-19 restrictions have had a substantial impact on the provider. Since March 2020, senior leaders of the restaurant chain have had to take extreme measures to protect the future of the company. This has had a major impact on the capacity of the company to continue with the apprenticeship programme over the short term. The extended closure period has also led to around a 30% reduction in the number of employees across the organisation, including staff involved in delivering the apprenticeship. Despite this, virtually all apprentices remain in work and on programme. Interim visit: Took Us A Long Time Ltd, 28–29 October 2020 Over the past few months, managers have gradually re-opened restaurants across the group. Once apprentices were able to resume their programme in August 2020, trainers were also brought back to work, from furlough, to facilitate this. Restaurants were very busy when they re-opened, which created substantial additional demand

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stakeholders and adapts to changed circumstances?

on apprentices’ time and delayed managers’ ability to free up apprentices to resume their apprenticeship programme.

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stakeholders and adapts to changed circumstances?

Leaders and managers have maintained a focus on improving the quality of training, despite the break in learning for apprentices. For example, they have taken over direct responsibility for the teaching of English and mathematics from a subcontractor. They explain that they did this to improve the oversight they have of the quality of provision. Since implementing this change, several apprentices have successfully completed the English and mathematics components of their programme. In addition, since apprentices returned to work in September 2020, six have successfully achieved their apprenticeship. Leaders and managers have in place plans to recruit new apprentices, and they remain committed to the apprenticeship scheme.

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the reasonable needs of learners?

Since apprentices returned to work, trainers have carried out individual meetings to support them back onto their programmes. The main priorities have been to check on apprentices’ well-being and to identify short-term goals for each learner. Trainers are keen to ensure that apprentices make suitable progress on their programme.

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the reasonable needs of learners?

Staff are keen not only for apprentices to learn their trade, but also to focus on the transferable skills they develop. They provide advice and guidance to apprentices on the next steps in their careers and training. For example, trainers provide support to the few apprentices who have lost their jobs, including helping them prepare for their final assessment, and giving guidance on alternative employment. Staff also encourage apprentices to seek promotion opportunities and progression to higher level apprenticeships once they have completed their current programme.

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the reasonable needs of learners?

During the furlough period, staff completed relevant professional development in their own time. For example, a trainer has remained up to date with changes to the end-point assessment procedures, which have changed in the light of COVID-19 restrictions. This helps ensure that learners receive suitable guidance to maximise their chances of success when they take the final assessment.

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the reasonable needs of learners?

As the apprenticeship programme resumes, staff have adapted the programme so that they can deliver activities either face to face or online. For example, they have put new resources online for modules on level 2 customer service, food and beverage theory, and communication. However, practical modules remain face to face, so apprentices can acquire the practical knowledge, skills and understanding they require. Interim visit: Took Us A Long Time Ltd, 28–29 October 2020

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potential risks, including from online sources?

Leaders and managers have considered the impact of furlough and the pause in the apprenticeship programme on apprentices’ well-being. They provided apprentices with an online well-being package to support apprentices in understanding how to deal with the physical and emotional pressures during the non-working period. Leaders and managers have used a range of strategies to maintain morale, motivate staff and encourage a positive team ethos. For example, they have arranged online team-building activities.

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potential risks, including from online sources?

As apprentices return to work, they have all taken additional online training related to COVID-19. As a result, apprentices understand how to maintain a suitable level of hygiene in the restaurants and kitchens. They also appreciate the new regulations that govern how restaurants must operate as they re-open to customers.

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potential risks, including from online sources?

As trainers resume meetings with the apprentices, they take time to focus on the health, safety and welfare of the apprentices, and provide suitable support where required. For example, they have identified the need to provide extra guidance to a few learners through the final assessment. Interim visit: Took Us A Long Time Ltd, 28–29 October 2020 regulates and 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 care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, further education and skills, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding

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potential risks, including from online sources?

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potential risks, including from online sources?

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potential risks, including from online sources?

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potential risks, including from online sources?

T: 0300 123 1231 Textphone: 0161 618 8524 E: enquiries@ofsted.gov.uk W: www.gov.uk/ofsted

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