Setting

11 February 2005

CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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11 February 2005

Inspectors use a seven-point scale to summarise their judgements about the quality of learning sessions. The descriptors for the seven grades are: • grade 1 - excellent • grade 2 - very good • grade 3 - good • grade 4 - satisfactory • grade 5 - unsatisfactory • grade 6 - poor • grade 7 - very poor.

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11 February 2005

Inspectors use a five-point scale to summarise their judgements about the quality of provision in occupational/curriculum areas. The same scale is used to describe the quality of leadership and management, which includes quality assurance and equality of opportunity. The descriptors for the five grades are: • grade 1 - outstanding • grade 2 - good • grade 3 - satisfactory • grade 4 - unsatisfactory • grade 5 - very weak.

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11 February 2005

The two grading scales relate to each other as follows:

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SEVEN-POINT SCALE FIVE-POINT SCALE

grade 1 grade 2 grade 3 grade 4 grade 5 grade 6 grade 7 grade 2 grade 3 grade 4

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Grading

CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Adult Learning Inspectorate

The Adult Learning Inspectorate (ALI) was established under the provisions of the Learning and Skills Act 2000 to bring the inspection of all aspects of adult learning and work-based learning within the remit of a single inspectorate. The ALI is responsible for inspecting a wide range of government-funded learning, including:

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Adult Learning Inspectorate

Inspections are carried out in accordance with the by teams of full-time inspectors and part-time associate inspectors who have knowledge of, and experience in, the work which they inspect. All providers are invited to nominate a senior member of their staff to participate in the inspection as a team member. Common Inspection Framework • work-based learning for all people over 16 • provision in further education colleges for people aged 19 and over • the University for Industry’s provision • Adult and Community Learning • learning and job preparation programmes funded by Jobcentre Plus • education and training in prisons, at the invitation of Her Majesty’s Chief Inspector of Prisons.

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REINSPECTION REPORT

Text5: CMS Vocational Training Limited Reinspection

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Contents

Description of the provider 1 Scope of provision 1 About the reinspection 2 Overall judgement 2 Grades 2 Key findings 3

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Contents

Leadership and management 7 Equality of opportunity 8 Quality assurance 9 Business administration, management & professional 11 Retailing, customer service & transportation 14 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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DESCRIPTION OF THE PROVIDER

1. CMS Vocational Training Limited (CMS) was established in 1982. It is located in the Kirklees and Calderdale area of West Yorkshire and has premises in Batley, Halifax and Huddersfield, which is the main administrative centre. CMS employs 37 members of staff. It is a private training company which is owned by four directors. CMS was accredited with the Investors in People standard in 1992, which is a national standard for improving an organisation’s performance through its people.

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DESCRIPTION OF THE PROVIDER

2. CMS is contracted by the West Yorkshire Learning and Skills Council (LSC) to provide work-based learning for young people in business administration, and retailing and customer service. The scope of the reinspection covered the LSC contract for work- based learning for young people.

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DESCRIPTION OF THE PROVIDER

3. Other training which CMS provides includes a contract with Jobcentre Plus for training adults. CMS also provides entry to employment training (E2E), as part of a group of 15 providers in the area. Other training provided by CMS includes franchised courses for a local college and some commercial training for local companies.

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Business administration, management & professional

4. CMS provides national vocational training (NVQ) training in business administration at level 2 and 3. At the time of the reinspection, there were 22 learners, including three advanced apprentices and 19 foundation apprentices. Learners who are not employed before joining CMS are usually referred by Connexions and some apply direct from newspaper advertisements. Induction and initial assessment for learners who are not employed takes place during a four-week introductory course at the training centre. For employed learners, the same induction is provided over a six-week period mainly in the workplace. Learners attend off-the-job training at the centre. They are assessed at work by visiting assessors. All learners are visited at least once a month to review progress and plan training and assessment.

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Retailing, customer service & transportation

5. CMS provides training for 17 learners, of whom 14 are foundation apprentices in retailing or customer service, one is an advanced apprentice in customer service and two are on NVQ-only training. Learners are referred to the programme by Connexions, by their employers or are self-referred. All are employed by local employers. Workplaces range from small specialist supermarkets to national retail outlets, mail order companies, call centres, solicitors and manufacturing warehouses. The retailing team consists of three full-time and two part-time staff. Four are qualified assessors and the fifth is working towards the award. Two of the team are internal verifiers and one is a specialist tutor for literacy and numeracy.

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Retailing, customer service & transportation

© 2005 ADULT LEARNING INSPECTORATE 1 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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OVERALL JUDGEMENT

6. At the previous inspection in November 2003, leadership and management and quality assurance were unsatisfactory. Equality of opportunity and ICT were satisfactory. Training in business administration, management and professional, and retailing, customer service and transportation were unsatisfactory. At the end of the reinspection process , all aspects of provision are good.

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ABOUT THE REINSPECTION

Number of inspectors 2 Number of inspection days 12 Number of learner interviews 17 Number of staff interviews 15 Number of employer interviews 10 Number of locations/sites/learning centres visited 3 Number of partner/external agency interviews 1

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ABOUT THE REINSPECTION

Leadership and management 4 Contributory grades:

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GRADES

grade 1= outstanding, grade 2 = good, grade 3 = satisfactory, grade 4 = unsatisfactory, grade 5 = very weak

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GRADES

Equality of opportunity 3 Quality assurance 4

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GRADES

4 Business administration, management & professional Contributory grades: None 4 Work-based learning for young people

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GRADES

3 Information & communications technology Contributory grades: None 3 New Deal 25+ and work-based learning for adults

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GRADES

4 Retailing, customer service & transportation Contributory grades: None 4 Work-based learning for young people

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GRADES

© 2005 ADULT LEARNING INSPECTORATE 2 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Achievement and standards

7. Retention rates have improved and are now good in business administration. Overall, 80 per cent of the learners who have started the business administration programme since the previous inspection are still in learning.

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Achievement and standards

8. Retention rates for all retailing programmes are good. On apprenticeship programmes, the retention rate was 73 per cent in 2003-04 and currently is 86 per cent.

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Achievement and standards

9. Learners’ gain good administration skills at work. Many of the learners are in their first job and have developed a good level confidence with appropriate attitudes to work.

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Achievement and standards

10. Learners’ progress and achievement in business administration and retailing are satisfactory overall. Pass rates for the technical certificate and key skills are good and progress towards the achievement of NVQ units is good for most learners.

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Achievement and standards

11. Off-the-job training is well organised and planned effectively in business administration. Sessions cover appropriate material for key skills and for the requirements of the technical certificate. On- and off-the-job training are well co- ordinated.

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Quality of education and training

grade 1= outstanding, grade 2 = good, grade 3 = satisfactory, grade 4 = unsatisfactory, grade 5 = very weak Grades awarded at reinspection

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Quality of education and training

Leadership and management 2 Contributory grades: Equality of opportunity 2 Quality assurance 2

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Quality of education and training

Business administration, management & professional 2 Contributory grades: Work-based learning for young people 2

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Quality of education and training

Retailing, customer service & transportation 2 Contributory grades: Work-based learning for young people 2

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Quality of education and training

© 2005 ADULT LEARNING INSPECTORATE 3 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Quality of education and training

12. The preparation for work in retailing, customer service and transportation is very effective. Learners have a thorough induction programme and initial assessment which are well planned and well structured. Effective use is made of work trials and tasters.

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Quality of education and training

13. All learners benefit from good support from CMS staff, who visit them regularly at work. In some cases, this is weekly. Staff have a very positive approach and motivate learners.

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Quality of education and training

14. Learners have a comprehensive individual learning plan which is used effectively. Learners are set realistic, measurable targets at each visit.

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Quality of education and training

15. Assessment is carried out appropriately. Assessment records show an appropriate range of evidence including digital photographs and statements. Most of the work in portfolios is well organised.

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Leadership and management

16. Particularly effective management actions have been carried out to raise performance. Managers and staff are well organised and they have successfully implemented a retention and achievement strategy.

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Leadership and management

17. Managers and staff have revised and improved some key learning processes which impact directly on learners. CMS has increased investment in training and staffing resources.

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Leadership and management

18. Good staff development and continued professional development have improved standards. Learners benefit from the staff’s increased skills and experience.

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Leadership and management

19. Effective communication at CMS is supported by well-organised and regular staff and team meetings. Vocational co-ordinators lead their teams effectively.

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Leadership and management

20. Learners benefit from the strong links that CMS has with external organisations. CMS plays a prominent role in strategic groups and is able to influence the development of work-based learning in the area. This has increased the range and quality of CMS’s offer to learners.

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Leadership and management

21. Overall CMS’s approach to equality of opportunity and widening participation is good. CMS has a clear commitment to equality.

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Leadership and management

22. CMS has effectively widened participation in learning. Outreach programmes are run to help attract minority ethnic groups into learning. Good partnerships with education, voluntary and other statutory services allow CMS to contact a diverse range of learners.

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Leadership and management

23. CMS has a diverse staff team and learner group which reflects the population of the area. CMS has flexible working practices which help attract staff and learners from

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Leadership and management

© 2005 ADULT LEARNING INSPECTORATE 4 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Leadership and management

During the reinspection process, the inspectors identified the following strengths and weaknesses:

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Strengths

particularly effective management action to improve performance ! good staff development ! productive links with external groups ! strong culture of continuous improvement ! good approach to equality of opportunity and widening participation ! groups that are not always able to access work and training.

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Strengths

24. An effective programme of equal opportunities training has been provided for staff. This continues with further specialist training for some staff to develop their skills.

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Strengths

25. Access to most premises is suitable to meet learners’ needs. However, some buildings have inappropriate access for people with restricted mobility. CMS declares this clearly in its access statements and offers alternative arrangements.

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Strengths

26. A strong culture of continuous improvement is evident among the staff. Quality systems are well managed. The post-inspection action plan has been used effectively to promote improvement and to involve all staff in the process of continuous review and improvement.

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Strengths

27. Internal verification is carried out effectively and forms an effective part of the arrangements for quality improvement. Policies, procedures, guidelines, standards and performance criteria are in place and have been agreed with the staff.

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Strengths

28. Good practice guidelines have been developed and these are a good means of sharing good practice between staff. A monthly team meeting allows evaluation and further development of the training programmes. Roles and responsibilities for quality assurance are clearly specified.

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Strengths

29. Self-assessment is very effective. The process involves all staff, learners and employers.

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Strengths

30. The management information system is insufficiently responsive. Management reports and exception reports are difficult to produce quickly. CMS has identified this weakness and plans are in place to rectify it.

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Strengths

31. Some employers are insufficiently involved in planning and reviewing learners’ programmes. In some cases, the on-the-job training requirements have not been identified clearly enough to enable employers to provide suitably structured training.

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Strengths

© 2005 ADULT LEARNING INSPECTORATE 5 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Weaknesses

insufficiently responsive management information system !

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Strengths

good retention rates ! good achievement of skills ! very effective support for learners ! good off-the-job training !

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Weaknesses

insufficient involvement in training by a few employers !

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Strengths

good retention rates ! particularly effective preparation for work ! good support for learners ! rigorous monitoring of the programme !

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Weaknesses

insufficient planning and reviewing of training by some employers !

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Weaknesses

© 2005 ADULT LEARNING INSPECTORATE 6 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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LEADERSHIP AND MANAGEMENT Grade 2

During the reinspection process, the inspectors identified the following strengths and weaknesses:

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Strengths

particularly effective management action to improve performance ! good staff development ! productive links with external groups ! strong culture of continuous improvement ! good approach to equality of opportunity and widening participation !

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Weaknesses

insufficiently responsive management information system !

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Weaknesses

32. Particularly effective management actions have been carried out to raise performance. A systematic and well-organised approach, led by the two operational directors and with commitment from the senior team, has successfully implemented a retention and achievement strategy. This has ensured that priorities for raising performance have been identified, plans are in place, targets have been identified and reviewed, and progress has been made. Staff have been very effectively involved in this process and have clear priorities. Teamwork is good and learners benefit from the very positive approach of the staff team. These actions have contributed to the improvement in performance, particularly in learners’ progress, and in retention and achievement rates for the work-based learning programmes over the past 12 months. The capacity for raising performance further has also improved. Performance improvement and other

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Weaknesses

positive developments, such as the development of the E2E programme, are also evident.

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Weaknesses

33. Managers and staff have revised and improved some key learning processes which impact directly on learners. Learners now receive a more thorough induction. The process offers learners a more open view of what training they can become involved in and how they might progress. Learners benefit from having more options and make better choices. Employed learners receive a more systematic induction which gives them a better understanding of the requirements of their programme over a longer period. Initial assessment has been redesigned, and now provides a better profile of learners’ needs. Other key processes have also been improved, including reviews, monitoring of progress, and off-the-job training.

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Weaknesses

34. CMS has increased investment in training and staffing resources. A significant amount of money has been invested in new information and communications

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Weaknesses

© 2005 ADULT LEARNING INSPECTORATE 7 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Weaknesses

technology (ICT) equipment. Learning resources have also been purchased to support the teaching sessions. General accommodation and training rooms are maintained to a good standard. Staffing resources are good in terms of staff to learner ratios, experience and qualifications. Learners benefit from frequent and regular visits by staff to their workplaces.

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Weaknesses

35. There is good staff development and continued professional development, and learners benefit from the increased skills and experience of the staff. CMS has continuous professional development as a strategic objective, and is making good progress in achieving the current three-year plan. Staff are well qualified and most are working towards further qualifications. For example, seven staff are working towards an NVQ at level 4 in learning and development programmes and 15 are working towards level 3. Among the staff team there are four people qualified at level 3 as skills for life trainers and one person is working towards level 4. CMS has an effective strategy for the development of literacy, numeracy and language skills.

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Weaknesses

36. Learners benefit from the strong links that CMS has with external organisations. CMS plays a prominent role in the development of the E2E programme through the local partnership, and learners have benefited from this. The development of common processes with other providers promotes good practice. CMS contributes to the development of 14-19 education and training strategy in the area and is involved in work with schools and community groups. CMS is also part of a strategic group for education and training. CMS contributes to the development of work-based learning in the area through involvement and board membership of a company set up by the provider network.

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Weaknesses

37. Effective communication at CMS is supported by well-organised and regular staff and team meetings. Vocational co-ordinators lead their teams effectively. Suitable practices relating to people management are in place. Staff are involved in their own individual development planning and all have personal targets which are directly linked to business plan targets. Business planning is inclusive and staff are kept well informed about corporate priorities. CMS has resources in place to respond to literacy and numeracy needs. Learners with English language needs are referred to a specialist provider.

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Weaknesses

38. The management information system is insufficiently responsive. Management reports and exception reports are difficult to produce quickly. The current management information system relies on an external contractor. As the pace of change in the organisation has increased, the requirement for summary management reports to be produced speedily and regularly is not always met effectively. CMS has identified this problem and appropriate plans are in place to improve the situation.

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Equality of opportunity Contributory grade 2

39. Overall, CMS’s approach to equality of opportunity is good. It has a clear commitment to equality of opportunity and widening participation in learning. The company’s commitment is demonstrated through its strategic vision statements and the

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Equality of opportunity Contributory grade 2

© 2005 ADULT LEARNING INSPECTORATE 8 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Equality of opportunity Contributory grade 2

equal opportunities action plan which is authorised by the board. Two equal opportunities officers take responsibility for co-ordinating the implementation of the plan with staff and learners. The plan is reviewed every six months by the board and at full staff meetings. All staff have a copy of the plan and are clear about their role in implementing it.

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Equality of opportunity Contributory grade 2

40. The policy is effectively communicated to staff and learners. Staff have a good understanding of their responsibilities for equal opportunities and of the diverse local culture in which they work. Relevant policy statements are displayed in each centre. Staff and learners are introduced to the policies, and how to apply to them, during induction.

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Equality of opportunity Contributory grade 2

41. CMS has developed, and is now piloting, an innovative series of modules which are designed to interest and engage learners in equality of opportunity and cultural diversity. Learners benefit from involvement in projects and training sessions which further develop their understanding and awareness. A theme is chosen each month and all learners are asked questions during reviews about the theme. Staff teams review the learners’ responses and decide if actions or further training are required.

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Equality of opportunity Contributory grade 2

42. CMS has effectively widened participation in learning. Outreach programmes are run to help attract minority groups into learning. Good partnerships with education, voluntary and other statutory services helps CMS to contact a diverse range of learners.

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Equality of opportunity Contributory grade 2

43. CMS has a diverse staff team and learner group which reflects the population of the area. Relevant equal opportunities data relating to marketing, recruitment, progress and achievement is collected and monitored by CMS. CMS has flexible working practices which help attract staff and learners from groups that are not always able to access work and training. Programmes are widely marketed through schools and other community groups.

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Equality of opportunity Contributory grade 2

44. An effective programme of equal opportunities training has been provided for staff. This continues with further specialist training for some staff to develop their skills and to promote understanding of equal opportunities. There is an appropriate complaints policy and supporting procedures. Complaints are dealt with satisfactorily and concerns are resolved constructively. Specialist equipment and/or specific arrangements are made available for learners with additional learning needs when required. Access to most premises is suitable for those with restricted mobility. However, some buildings have inappropriate access and CMS declares this clearly in its access statements and offers alternative arrangements.

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Quality assurance Contributory grade 2

45. A strong culture of continuous improvement is evident among the staff at CMS. The post-inspection action plan has been used effectively to promote improvement and to involve all staff in the process of continuous review and improvement. The operational directors’ board and senior managers have played a very effective part in promoting improvement, have taken responsibility and have given good direction and support to

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Quality assurance Contributory grade 2

© 2005 ADULT LEARNING INSPECTORATE 9 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Quality assurance Contributory grade 2

46. All staff are involved in implementing quality assurance and have a clear view of the priorities for improvement. Staff incorporate the relevant business plans and targets into their own individual plans and targets. Overall progress against the action plan is reviewed monthly at board meeting and at staff team meetings. CMS regularly and systematically seeks the views of learners and employers about the services it provides. Concerns are identified, actions are taken and improvements are made.

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Quality assurance Contributory grade 2

47. Learners benefit from comprehensive quality assurance arrangements which cover all the main processes involved in work-based learning. These include observation of teaching, which is well organised and leads to improvements. However, the quality assurance of on-the-job training is not yet fully developed. Internal verification is carried out effectively and forms an effective part of the arrangements for quality improvement. Policies, procedures, guidelines, standards and performance criteria are in place and have been agreed with the staff.

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Quality assurance Contributory grade 2

48. Good practice guidelines have been developed and these are a good means of sharing good practice between staff. A monthly quality team meeting is a good focus for evaluation and for the further development of the training programmes. Roles and responsibilities for quality assurance are clearly specified.

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Quality assurance Contributory grade 2

49. Self-assessment is very effective. The process involves all the staff, learners and employers. The current self-assessment report is an honest appraisal of training programmes at CMS and deals with learner progress and achievement effectively. The report identifies all the strengths and weaknesses that were identified through the reinspection, although not all of them were regarded as key by the inspection team.

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Quality assurance Contributory grade 2

© 2005 ADULT LEARNING INSPECTORATE 10 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Grade 2 Business administration, management & professional

During the reinspection process, the inspectors identified the following strengths and weaknesses:

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Achievement and standards

50. Retention rates have improved and are now good in business administration. For the learners who started apprenticeship programmes in 2003-04, the retention rate was 78 per cent. Of the learners who started during 2004-2005, all are still in learning. The retention rate for advanced apprentices in 2003-04 was 75 per cent. Overall, 80 per cent of the learners who started the business administration programme since the previous inspection have remained in learning.

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Achievement and standards

51. Learners’ achievement of skills at work is good. Many learners are in their first job and they have developed a good level of self-confidence and an appropriate attitude to work. Learners deal confidently with members of the public and work colleagues and demonstrate good communication skills. Learners use the telephone and other ICT confidently. Some learners take full responsibility for important tasks such as database administration and mail merge procedures. Employers value the learners’ contribution to the team.

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Achievement and standards

52. Learners’ progress and achievement are satisfactory overall. Pass rates for the technical certificate and key skills are good and progress towards the achievement of NVQ units is good for most learners. Since the previous inspection, the framework completion rate has improved from 12 per cent for those who started during 2002-03, to 35 per cent for those who started during 2003-04, with a further 57 per cent still in learning. All learners are meeting their targets and some are progressing at a faster pace than was originally planned. A very small number of learners have taken longer than Programmes inspected Number of learners Contributory grade 2 22 Work-based learning for young people

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Strengths

good retention rates ! good achievement of skills ! very effective support for learners ! good off-the-job training !

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Weaknesses

insufficient involvement in training by a few employers !

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Weaknesses

© 2005 ADULT LEARNING INSPECTORATE 11 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Quality of education and training

53. Off-the-job training is well organised and planned effectively. Sessions include material for key skills and the technical certificate. Learners make good progress in off- the-job sessions and effectively develop the skills, understanding and knowledge required for their programme. Teaching and support for learners is good in off-the-job training sessions. Tutors have a good working relationship with learners and help to increase learners’ confidence well. On- and off-the-job training are well co-ordinated. Learners benefit from contact with their assessors through work visits and during off-the-job training sessions.

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Quality of education and training

54. Learners benefit from good support from CMS. In some cases, staff visit every week. Staff have a good understanding of individual needs and respond to them well. Training is effectively planned and learners are given clear guidance about work tasks and assessment opportunities. Short-term targets are set and reviewed effectively. Additional individual support is arranged when required. Learners’ progress is monitored during effective progress reviews.

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Quality of education and training

55. Induction, initial assessment and regular assessment are carried out thoroughly. All learners benefit from an induction period which gives a structured introduction to the training programmes, employment rights and responsibilities and consideration of learners’ potential and needs. For unemployed learners, the induction also includes guidance and advice on jobs and employment prospects. Placements are carefully selected to match learners’ needs.

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Quality of education and training

56. CMS has satisfactory assessment systems for identifying learners with literacy and numeracy needs. These needs are met through additional guided learning sessions, often including individual coaching. Learners who need language support are referred to a specialist agency.

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Leadership and management

57. Retention, achievement, progress and improvements are regular agenda items at meetings. Overall monitoring of learners’ progress is effective.

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Leadership and management

58. Staff teams are well managed and are kept informed about future direction and developments. Staff are very involved in planning and carrying out improvements. They identify and share good practice and work together with other teams to raise standards. Meetings are well organised and take place frequently.

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Leadership and management

59. Staff are clear about their roles responsibilities and individual targets. Teaching and learning is effectively covered by quality assurance arrangements. Internal verification is carried out thoroughly and contributes to the development of assessors’ practices and standards. CMS’s policy for equality of opportunity is implemented effectively in the

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Leadership and management

© 2005 ADULT LEARNING INSPECTORATE 12 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Leadership and management

area of learning. Quality assurance arrangements work well and staff are very involved in continuous improvement. The self-assessment report for the area of learning was particularly good in the way it dealt with data and judgements about retention and achievement.

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Leadership and management

60. Some employers are not sufficiently involved in learners’ programmes. In some cases, the on-the-job training requirements have not been identified well enough for the employer to provide effective and planned training. Employers have a general understanding of the requirements of the framework and have been provided with relevant information. They also take part in reviews. However, CMS has identified the need to further involve employers in a more structured approach to on-the-job training. Appropriate development plans are in place to make improvements in this area.

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Leadership and management

© 2005 ADULT LEARNING INSPECTORATE 13 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Grade 2 Retailing, customer service & transportation

During the reinspection process, the inspectors identified the following strengths and weaknesses:

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Achievement and standards

61. Retention rates are good on all programmes. The retention rate for 2003-04 was 73 per cent for apprentice programmes and for this year is 86 per cent. The number of advanced apprentices is low, but retention rates are 100 per cent for both years. On NVQ programmes, the retention rate has risen from 48 per cent in 2002-03 to 79 per cent in 2003-04.

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Achievement and standards

62. Achievement rates are much improved since the previous inspection. For example, framework completions have risen from 18 per cent in 2001-02 to 27 per cent in 2002- 03, and 47 per cent of learners are still in learning. The NVQ achievement rate has improved from 48 per cent in 2002-03 to 64 per cent in 2003-04, and 14 per cent of learners are still in learning.

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Achievement and standards

63. Learners are making good progress towards completing the frameworks. Individual units are now certificated. Current learners have a 100 per cent success rate in technical certificate external tests. Skills development at work is satisfactory and good in some cases.

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Achievement and standards

64. Some learners progress onto retailing and customer service apprenticeships from the E2E programme. Several employed learners have been promoted after achieving their qualifications. Programmes inspected Number of learners Contributory grade 2 17 Work-based learning for young people

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Strengths

good retention rates ! particularly effective preparation for work ! good support for learners ! rigorous monitoring of the programme !

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Weaknesses

insufficient planning and reviewing of training by some employers !

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Weaknesses

© 2005 ADULT LEARNING INSPECTORATE 14 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Quality of education and training

65. Learners benefit from very effective preparation for work in this area of learning. They have a thorough four-week induction which is well planned and well structured. CMS carries out a thorough and systematic initial assessment of learners’ literacy and numeracy skills, learning styles, occupational skills, aptitudes and attitudes. Needs are effectively met through additional guided learning sessions, often including individual coaching. Learners who need language support are referred to a specialist agency. Induction includes good preparation for key skills and technical certificates.

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Quality of education and training

66. Learners fully understand health and safety, equality and diversity. Effective use is made of work trials and tasters to enable learners to make informed choices. Learners are well matched to job roles which meet employers’ needs and their own aims. Extended induction in the workplace is provided for employed learners, and this includes good individual coaching through workbooks and projects. Learners have a comprehensive individual learning plan covering all parts of their frameworks. Learners are set realistic, measurable targets at each workplace visit.

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Quality of education and training

67. There is good all-round support for learners, including pastoral, practical, personal and learning support. Assessors use a flexible approach to assessment. For example, they use a portable recording system to record the answers to NVQ knowledge and understanding questions for a customer service learner. Several of the learners have had additional visits to accelerate their progress after absence for illness or personal problems. Assessors use accreditation of prior learning and cross-referencing to enable a learner to progress after a change of occupational area. Assessors make out-of-hours visits to capture evidence for NVQs.

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Quality of education and training

68. Progress monitoring is effective. In one example, a learner who was at risk of under achieving has been supported well. By arranging additional assessment visits, help with on-the-job coaching, and personal advice and guidance, the learner has achieved a warehousing NVQ ahead of target.

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Quality of education and training

69. Good use is made of resources to support learning. Assessors have initial assessment tools and learning support modules on their laptop computers and use them effectively in the workplace. Support for learners with literacy and numeracy needs is also good. Three of the staff are qualified to support literacy and numeracy in the workplace. CMS provides additional sessions to support individuals, including a Saturday morning session at one centre. Success is celebrated with articles in newsletters, in- house certificates of achievement, and a roll of honour on training centre walls.

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Quality of education and training

70. Learning support materials are satisfactory. There is an adequate range of workbooks, information packs and coaching modules. A series of off-the-job training sessions for the retailing and customer services technical certificates are planned. The scheme of work, session plans and learning support materials are all structured to accommodate sessions in the workplace or at CMS training centres.

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Quality of education and training

© 2005 ADULT LEARNING INSPECTORATE 15 CMS VOCATIONAL TRAINING LIMITED REINSPECTION

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Quality of education and training

71. Assessment is carried out satisfactorily. Assessments include an appropriate range of evidence including digital photographs and learners’ statements. There is, however, some over-reliance on assessors recording assessments. Learners’ progress is recorded at the time of the assessment, and short-term, achievable targets are set and consistently met. The standard of learners’ work in portfolios is satisfactory overall and well presented.

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Leadership and management

72. Improvements have been made since the previous inspection. All the previous weaknesses are now either satisfactory or strengths. Managers use information effectively and monitor overall programme performance thoroughly. A risk-assessment system is effectively used to highlight when learners are at risk of under-achieving against their targets. Assessors have monthly individual meetings with their managers to review learners’ progress. Targets for progress, achievement and retention are reviewed regularly. Teamwork is good and staff are clear about their priorities.

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Leadership and management

73. Equality of opportunity is well managed for the area of learning and learners are fully aware of their rights and responsibilities. Quality assurance of the programmes is also good. The self-assessment report identified most of the strengths identified by inspectors and the main weakness. Internal verification is managed well.

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Leadership and management

74. Some employers are insufficiently involved with the planning and review of learners’ programmes. In some cases, employers are well informed and influence the planning of learning and development. They take full part in reviews and are keen to be kept informed of learners’ progress. However, a few employers are less involved and let CMS take sole responsibility for the learners. These employers do not attend reviews, and only sign the documents. CMS has recognised this weakness and is working to remedy the situation.

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