Euro Garages Limited

Euro Garages Limited Monitoring visit report

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Name of lead inspector: Alastair Mollon, Her Majesty’s Inspector

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Address:

EG Group Head Office Waterside Haslingden Road Blackburn BB1 2FA Monitoring visit: Euro Garages Limited, 16–17 March 2021

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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 provider received a monitoring visit under these arrangements and was found to be making insufficient progress against one or more themes.

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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 additional monitoring visits to new providers that were judged to be making insufficient progress against one or more themes at their previous monitoring visit and would have been due their full inspection up to or during the interim phase but have not received it because of the suspension of routine inspections. This monitoring visit was undertaken as part of those arrangements as outlined in the interim phase operational note for further education and skills and with reference to the further education and skills handbook and is focused on the themes set out below.

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Context and focus of visit

Euro Garages Limited received its first publicly funded contract for apprenticeship training in March 2019. It is an employer provider that delivers apprenticeships in the retail sector. At the time of the new provider monitoring visit, it had 21 apprentices following the retailer standard apprenticeship at level 2. Seven apprentices have recently returned from furlough and breaks in learning. One further apprentice is currently on a break in learning. Apprentices work in the provider’s petrol filling stations.

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Insufficient progress

Leaders and managers do not ensure that their retail programme meets all of the principles and requirements of an apprenticeship. For example, not all apprentices receive on-the-job training to learn the skills and behaviours they need to work in the retail sector. Apprentices working night shifts complete off-the-job training in their own time, contrary to apprenticeship rules.

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Insufficient progress

Governance arrangements for the apprenticeship programme lack rigour. They do not hold leaders to account to improve the quality of training that apprentices receive. Those in a governance role, leaders and managers do not have an accurate oversight of the quality of education or the progress that apprentices make. Monitoring visit: Euro Garages Limited, 16–17 March 2021 Leaders do not evaluate the quality of provision accurately. They do not demonstrate a clear understanding of the strengths and weaknesses of the apprenticeship programme. Leaders have not taken decisive and effective actions to improve the quality of training that apprentices receive.

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Insufficient progress

Too many apprentices leave the programme before completing; all remaining apprentices have had their learning disrupted by breaks in learning. Leaders and managers have been too slow to put in place an effective catch-up programme to help apprentices meet their potential and complete their programme quickly on their return. Too many apprentices make slow progress on their programme and cannot recall previous learning. None of the apprentices who have recently completed their final assessments have achieved above the minimum pass grade overall.

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Insufficient progress

Leaders have designed a staff development programme to upskill coaches to complement their retail industry knowledge and expertise. Coaches have recently completed qualifications in education and training. Despite this training, they have not used the knowledge they have developed to improve the quality of apprentices’ training.

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Insufficient progress

Leaders and managers do not provide enough information and guidance to apprentices to ensure that the programme meets their needs. They do not use information about apprentices’ existing knowledge, skills and experience to plan a challenging learning programme. Most apprentices worked in their current role before they joined the apprenticeship programme. They do not develop substantial new knowledge, skills and behaviours as a result of their apprenticeship.

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Insufficient progress

Leaders and managers have not planned teaching in a logical order to develop and extend the skills of apprentices. For example, while apprentices are taught about the health and safety requirements needed in a retail environment, many already have knowledge and skills in this area and do not learn anything new.

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Insufficient progress

Apprentices do not benefit from enough on-the-job training. Coaches do not plan and coordinate training well enough with apprentices and their line managers. As a result, apprentices do not get the opportunity to apply and practise the knowledge and skills they have learned during their apprenticeship in the workplace.

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Insufficient progress

Coaches do not identify gaps in apprentices’ knowledge and do not provide enough coaching to help them improve. They do not provide clear feedback to help apprentices develop the writing and digital skills they need in their jobs. Coaches set targets that focus Monitoring visit: Euro Garages Limited, 16–17 March 2021 on the completion of tasks rather than the development of the knowledge, skills and behaviours apprentices need for work.

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Insufficient progress

Coaches’ expectations of what apprentices can achieve are too low. Coaches accept work of a minimal standard. They do not demonstrate ambition and challenge for apprentices to broaden and deepen their skills and prepare them for their next steps to improve their careers. For example, apprentices learn about presentation skills when producing leaflets, but they do not learn how to use industry-standard software to produce leaflets of a professional standard.

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Insufficient progress

Apprentices value the support they get from coaches. Coaches regularly enquire about their welfare and well-being and they are accessible to provide additional guidance.

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Reasonable progress

Leaders and managers ensure that safeguarding and the safety of apprentices is a high priority. The designated safeguarding officer and their team have the appropriate training, skills and experience to carry out their roles effectively. Staff benefit from regular training on safeguarding and the ‘Prevent’ duty. They receive bespoke instruction on relevant emerging issues, such as potential threats from anti- petrochemical organisations.

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Reasonable progress

Staff know how to keep apprentices safe and follow clear company guidance to report any concerns they may have. The designated safeguarding officer and safeguarding team record, action and follow up effectively on any safeguarding issues and incidents. Managers follow safe recruitment practices.

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Reasonable progress

Apprentices have a basic understanding of safeguarding and how to keep themselves safe from the dangers of radicalisation and extremism. They do not have a clear understanding of how this relates to their lives and job roles. Apprentices know who to go to if they have any safeguarding concerns. Monitoring visit: Euro Garages Limited, 16–17 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 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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Reasonable progress

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Reasonable progress

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Reasonable progress

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Reasonable progress

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