Serco Holdings Limited

Further education and skills inspection report

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Overall effectiveness Requires improvement

The quality of education Requires improvement Behaviour and attitudes Good Personal development Good Leadership and management Requires improvement Apprenticeships Requires improvement Provision for learners with high needs Requires improvement Overall effectiveness at previous inspection Not previously inspected

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Information about this provider

Serco Holdings is a large organisation delivering public sector services across a range of sectors, including justice, immigration, healthcare, defence and citizen services.

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Information about this provider

Serco Holdings Limited began offering apprenticeships as an employer provider in April 2020. At the time of the inspection, there were 265 apprentices studying on 11 different apprenticeships from level 2 to level 7. There were nine apprentices aged 16 to 18. At the time of the inspection, there were 39 apprentices studying on level 3 business administration, 62 studying level 3 team leader, 45 studying level 5 operations and departmental manager and 46 studying on the level 6 chartered management degree apprenticeship. The remainder were studying on a range of other apprenticeships, including 20 studying the level 3 custody and detention officer, 13 studying level 3 engineering technician and 26 studying the level 7 senior leader apprenticeship. The level 6 degree apprenticeship is validated by the University of Gloucestershire. 13 to 16 June 2023

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What is it like to be a learner with this provider?

Apprentices have positive attitudes to their training and workplace. Line managers praise the professionalism and willingness of apprentices to take on extra tasks and the positive impression they have on customers and fellow colleagues. Apprentices enjoy learning.

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What is it like to be a learner with this provider?

Apprentices value the positive and considerate culture at Serco. Apprentices benefit from support within taught sessions and report how approachable coaches are outside of these. Most apprentices feel valued as an individual and are confident that their opinions are respected.

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What is it like to be a learner with this provider?

Apprentices’ confidence in their roles has developed following their learning on the apprenticeship. Apprentices have developed confidence in leading and contributing to meetings, public speaking and challenging conversations. Line managers recognise the greater confidence apprentices have and value the positive impact this is having on the workplace.

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What is it like to be a learner with this provider?

Apprentices do not benefit from an effective programme of careers information, advice and guidance. Too few apprentices know about career options available to them or how their skills could be transferable to other sectors and job roles. Leaders and managers recognise careers provision as an area for development and have started to develop plans to rapidly address this.

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What is it like to be a learner with this provider?

Apprentices feel and are safe within the working environment and during taught sessions. Apprentices know who to speak to or to whom to report any concerns they may have. Apprentices are confident that, if anything were to happen, it would be dealt with appropriately.

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better?

Leaders have not supported all apprentices effectively to make the expected progress. Leaders have not implemented interventions or adaptations to apprentices’ learning programmes swiftly enough to bring apprentices back on track. Many apprentices did not start learning English and mathematics early enough within the apprenticeship. As a result, too many apprentices have not completed their apprenticeship within the planned timescales.

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better?

Leaders and managers have not ensured that all line managers are actively involved in all elements of the apprenticeship. Line managers are not routinely involved in apprentices’ progress reviews. Consequently, line managers do not fully understand the progress their apprentices are making, how to link the learning to apprentices’ workplace responsibilities or fully appreciate how best to support them. Too many apprentices do not receive adequate time to complete their studies at work. 13 to 16 June 2023

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Leaders have not yet implemented effective external support and challenge. Leaders benefit from internal governance from leaders who have other responsibilities within the wider organisation. Governors are not provided with all quality assurance outcomes to fully appreciate all areas for improvement in the quality of education. Leaders have recognised this and have recruited experienced external governors to complement the current board. However, the new governance board has not yet commenced.

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Leaders and managers have a strong, clear and sensible intent for their apprenticeship programmes: to help develop and harness talent within the organisation. The learning and development team has recently gone through restructuring and a refocus on the curriculum to ensure the offer is aligned to the wider organisational ambitions and a desire for internal progression. As a result, leaders are rightly focusing on an apprenticeship curriculum that supports colleagues in gaining the skills required for business, leadership and management.

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Leaders have created a sequenced curriculum so that teaching builds knowledge incrementally and logically. Apprentices studying team leading initially reflect on their own skills, gaining a self-awareness of their leadership abilities and those they need to enhance as part of the apprenticeship. Apprentices studying business administration learn about the purpose, aims, values and vision of an organisation before moving on to how the political and economic environment affects it. As a result, apprentices build vital knowledge, skills and behaviours effectively overtime.

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Leaders and coaches promote equality, diversity and inclusion as part of Serco’s values. Apprentices are actively involved in cultural awareness week, attending staff forums and networks, such as diversity and inclusion, women in leadership and protected characteristics. Apprentices complete projects and assignments, such as diversity and inclusion in the workplace. Consequently, apprentices successfully relate and apply these values and principles in different contexts in the workplace.

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Line managers value the skills, knowledge and behaviors apprentices acquire throughout their apprenticeship. Apprentices studying business administration have developed verbal and non-verbal communication skills and conflict de-escalation strategies, which helps them to deal with challenging clients. Apprentices studying senior leadership have become confident and more involved in bid writing and creating round table events for local government partners. The vast majority of apprentices who achieve a positive outcome benefit from sustained employment, with many progressing to more senior roles.

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Leaders prepare those apprentices who reach end-point assessment effectively. Coaches prepare apprentices well in mock preparation sessions, challenging, consolidating and confirming learning against the grading criteria. Almost all apprentices who complete their end-point assessment pass first time, with many achieving a high grade.

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Leaders and managers have a good understanding of organisational strengths and weaknesses. Leaders have implemented extensive actions to bring about 13 to 16 June 2023

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improvements. Leaders have introduced a more robust apprenticeship enrolment process, and they recently appointed an apprentice engagement manager to closely monitor, track and support apprentices who are behind in their studies. It is too early, however, to fully see the impact of these changes.

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Safeguarding

The arrangements for safeguarding are effective.

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Safeguarding

Leaders have implemented a positive culture of safeguarding. Leaders have implemented appropriate policies and procedures, which staff use effectively to safeguard apprentices. All staff are trained in safeguarding and ‘Prevent’ duty to know how to recognise when their apprentices may be at risk, and they know what actions to take to ensure their safety.

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Safeguarding

The designated safeguarding lead and deputies monitor safeguarding and welfare concerns to try to mitigate against any safeguarding risks. Leaders have not yet developed positive relationships with all agencies to fully understand risks and why and when to refer apprentices.

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What does the provider need to do to improve?

 Leaders and managers need to ensure that line managers are actively involved in all apprenticeship progress reviews so that they are able to fully support apprentices.  Leaders and managers must put in place effective strategies to ensure that apprentices are supported to make swift and expected progress in learning.  Leaders should ensure that apprentices are sufficiently well informed about future careers and the wider opportunities open to them.  Leaders and managers should continue to develop existing governance arrangements to ensure that the information they provide to governors is more detailed and focused on the quality of education. 13 to 16 June 2023

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Provider details

Address Serco House 16 Bartley Wood Business Park Bartley Way Hook, Hampshire RG27 9UY

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Provider details

Date of previous inspection Not previously inspected

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Main subcontractors

The University of Gloucester, Cornwall College 13 to 16 June 2023

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Information about this inspection

The inspection team was assisted by the apprenticeship learning and development manager, as nominee. Inspectors took account of the provider’s most recent self- assessment report and development plans, and the previous inspection report. The inspection was carried out using the further education and skills inspection handbook and took into account all relevant provision at the provider. Inspectors collected a wide range of evidence to inform judgements, including visiting learning sessions, scrutinising learners’ work, seeking the views of learners, staff and other stakeholders, and examining the provider’s documentation and records.

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Inspection team

Richard Kirkham, lead inspector His Majesty’s Inspector Jo-Ann Henderson His Majesty’s Inspector Clare Mills Ofsted Inspector Sam Hanmer Ofsted Inspector Paul Addis Ofsted Inspector Marta Gajewska-Kopczyk Ofsted Inspector 13 to 16 June 2023

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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 and child protection.

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