The Chief Constable Of Hampshire

The Chief Constable of Hampshire Monitoring visit report

p.1

Name of lead inspector: Carolyn Brownsea Her Majesty’s Inspector

p.1

Address:

Hamble Lane Hamble Southampton SO21 4TS Monitoring visit: The Chief Constable of Hampshire, 23 – 24 March 2021

p.1

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 ‘Monitoring visits’ and ‘Monitoring visits to providers that are newly directly publicly funded’. The focus of these visits is on the themes set out below.

p.2

Context and focus of visit

The Chief Constable of Hampshire (Hampshire Constabulary) secured a place on the Register of Apprenticeship Training Providers in January 2018, recruiting its first apprentices in January 2019. At the time of this inspection, there were 86 apprentices on emergency service contact centre call handling standard at level 3. Apprentices work in the Hampshire Constabulary Contact Management Centre, dealing with emergency and non-emergency calls from members of the public. Hampshire Constabulary also has 304 apprentices on a police constable degree apprenticeship at level 6 and a small number of apprentices working towards the senior leader management apprenticeship at level 7; this provision was not in scope for this monitoring visit. There has been a small historical subcontracted provision which is nearing the end of its contracted term.

p.2

Context and focus of visit

Apprentices were placed on a break in learning for four months but remained in work to enable the constabulary to manage the significant increase in calls as a result of COVID-19.

p.2

Context and focus of visit

The impact of COVID-19 (coronavirus) has been taken into account in the findings and progress judgements below.

p.2

Reasonable progress

Leaders rightly recognise that the management of apprenticeship programmes has been disjointed across the county and they have recently appointed a senior police officer to take oversight. As a result, some improvements have already been made. For example, there is now a functional skills coach. Leaders have also approved the appointment of development officers, dedicated to supporting apprentices who have made slow progress. Monitoring visit: The Chief Constable of Hampshire, 23 – 24 March 2021 Leaders, managers and those holding the role of governance have a good understanding of the strengths and weaknesses of the apprenticeship programmes. They use this information to make improvements for apprentices. Managers do not assure the quality of apprenticeships delivered by a subcontractor for a very small number of apprentices well enough.

p.2

Reasonable progress

Senior leaders of Hampshire Constabulary have a very clear rationale for the recruitment and development of apprentices as part of their workforce. They identify many benefits to their operations. These include intensive development of resilience that has improved the retention of apprentices. Apprentices develop their capacity to adapt to the circumstances they encounter in their challenging job roles.

p.3

Reasonable progress

Apprentices benefit from trainers who have significant occupational expertise and suitable qualifications to fulfil their role. Apprenticeship programmes meet the principles and requirements of an apprenticeship.

p.3

Reasonable progress

Leaders work successfully to broaden recruitment strategies to encourage applications from under-represented groups. They promote the apprenticeship and career opportunities within the community and attend college careers fairs to highlight the breadth of career opportunities in the police force. As a result, they recruit apprentices from a broad cross-section of society.

p.3

Reasonable progress

Apprentices receive advice and guidance to enable them to identify their preferred job role. They understand the difference in roles and responsibilities between the contact centres, enabling them to make an informed career choice. Apprentices are ambitious and have a good understanding of the long-term career options available, such as an investigating, custody or police officer.

p.3

Reasonable progress

Apprentices benefit from an intensive training programme that builds on what they already know. Trainers plan training in a logical order that helps apprentices swiftly develop the new knowledge, skills, behaviours and confidence required to be effective call handlers. As a result, they undertake increased responsibilities such as on-the-job training and support for new apprentices.

p.3

Reasonable progress

Managers monitor the progress of apprentices frequently. They swiftly assess apprentices’ progress in developing the knowledge, skills and behaviours required to enable the apprentice to advance from the training centre. Apprentices not making the expected progress value the targeted support that enables them to develop the required skills and confidence. Monitoring visit: The Chief Constable of Hampshire, 23 – 24 March 2021 Apprentices value trainers’ supportive and developmental feedback. They use the feedback to support them to carry out their jobs more effectively. For example, an apprentice who struggled with identifying locations received guidance on locating landmarks that will help.

p.3

Reasonable progress

Apprentices have not made good enough progress in developing their English and mathematics skills. As a result, a small minority of apprentices have not achieved their functional skills qualifications which is slowing their progress to end-point- assessment. Leaders have recruited a specialist coach, who has taken swift action to support apprentices to achieve their qualifications. However, it is too early to see the impact of these changes.

p.4

Reasonable progress

Managers do not have sufficient oversight of the quality of teaching and learning. As a result, they are unable to identify the key strengths and weaknesses or to plan further improvements.

p.4

Reasonable progress

Leaders and managers prioritise the safety and well-being of their apprentices. They prepare apprentices well to deal with distressing calls relating to, for example, suicide and domestic violence. They ensure apprentices have access to appropriate emotional support.

p.4

Reasonable progress

Apprentices feel safe and value the support provided from the start of their apprenticeship. They learn strategies to keep themselves and their families safe, for example not wearing their uniforms outside of work and being aware of what they post on social media.

p.4

Reasonable progress

Apprentices benefit from the support that the experienced designated safeguarding lead (DSL) provides for both safeguarding and well-being concerns. The DSL is trained as a well-being champion, to support the psychological health, personal resilience and productivity in Hampshire Constabulary. They work collaboratively with apprentices to identify the most appropriate support. As a result apprentices develop strategies and resilience that enable them to flourish in their lives and job roles. Monitoring visit: The Chief Constable of Hampshire, 23 – 24 March 2021 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

p.4

Reasonable progress

and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding and child protection.

p.5

Reasonable progress

If you would like a copy of this document in a different format, such as large print or Braille, please telephone 0300 123 1231, or email enquiries@ofsted.gov.uk .

p.5

Reasonable progress

You may reuse this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit www.nationalarchives.gov.uk/doc/open-government-licence/ , write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email: psi@nationalarchives.gsi.gov.uk .

p.5

Reasonable progress

Interested in our work? You can subscribe to our monthly newsletter for more information and updates: http://eepurl.com/iTrDn .

p.5

Reasonable progress

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

p.5