Quality and standards in education and training in Wales

Transcription

1 Quality and standards in education and training in Wales A report on the quality of work-based learning and the Department for Work and Pensions funded Prime Contract Programme Centre training programmes in Hyfforddiant Ceredigion Training by Estyn, Her Majesty s Inspectorate for Education and Training in Wales

2 The purpose of Estyn is to inspect quality and standards in education and training in Wales. Estyn is responsible for inspecting: nursery schools and settings that are maintained by, or receive funding from, local authorities (LAs); primary schools; secondary schools; special schools; pupil referral units; independent schools; further education; adult community-based learning; youth support services; youth and community work training; LAs; teacher education and training; work-based learning; careers companies; offender learning; and the education, guidance and training elements of the Department for Work and Pensions funded training programmes. Estyn also: provides advice on quality and standards in education and training in Wales to the National Assembly for Wales and others; and makes public good practice based on inspection evidence. Every possible care has been taken to ensure that the information in this document is accurate at the time of going to press. Any enquiries or comments regarding this document/publication should be addressed to: Publication Section Estyn Anchor Court Keen Road Cardiff CF24 5JW or by to This and other Estyn publications are available on our website: Crown Copyright 2008: This report may be re-used free of charge in any format or medium provided that it is re-used accurately and not used in a misleading context. The material must be acknowledged as Crown copyright and the title of the report specified.

3 Introduction Hyfforddiant Ceredigion Training (HCT s) Prime Contract Programme Centre, a Department of Work and Pensions (DWP) funded programme, was inspected by Estyn as part of its arrangements to inspect DWP funded training programmes in Wales. The purpose of the inspection is to identify good features and shortcomings in order that the provider may improve the quality of education and training offered and raise the standards achieved by clients. Inspection is also designed to give learners more information about the quality of DWP funded training programmes, and the learning options available. All inspections conducted under the arrangements apply the following principles: the use of a common inspection framework which is common to all sectors of education and training in Wales; an emphasis on the provider s evaluation of its work; the involvement of a provider nominee who works with the inspection team; and the inspection of a sample of provision. The inspection took place from 10 to 14. A team of Her Majesty s Inspectors from Estyn, a statutory body independent of, but funded by the Welsh Assembly Government, undertook the inspection. The team included additional inspectors. The team was required to report on standards achieved by learners, the quality of education and training provided, the quality of leadership and management and to judge if the company provides value for money. Grade descriptors The five-point scale used to represent all inspection judgements in this report is as follows: Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 good with outstanding features good features and no important shortcomings good features outweigh shortcomings some good features, but shortcomings in important areas many important shortcomings The company is required to prepare a written statement of the action that they propose to take to address the recommendations in the inspection report and the timescales for completing the proposed actions.

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5 Contents Page Context 1 Summary 3 Recommendations 4 Standards 5 Key Question 1: How well do learners achieve? 5 The quality of education and training 7 Key Question 2: How effective are teaching, training and assessment? 7 Key Question 3: How well do the learning experiences meet the needs and interests of learners and the wider community? 8 Key Question 4: How well are learners cared for, guided and supported? 9 Leadership and management 11 Key Question 5: How effective are leadership and strategic management? 11 Key Question 6: How well do leaders and managers evaluate and improve quality and standards? 12 Key Question 7: How efficient are leaders and managers in using resources? 13 Provider s response to the report findings 15 Appendix 1 The evidence base of the inspection Appendix 2 The inspection team

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7 Context The nature of the provider 1 Ceredigion has a population of around 78,300 of which around three quarters of those of working age, are in employment. Fifty four per cent of the population are Welsh speakers. Ceredigion has the lowest percentage in Wales of people between the ages of 16 and 74 with no qualifications. The majority of employment opportunities in the county are in the Retail, Public Services, Agriculture, Manufacturing and Tourism sectors. 2 At the time of the inspection HCT is part of the Economic Development, Tourism, Training and European Department of Ceredigion County Council. With effect from April 2008, HCT will become part of the Education and Regeneration Department of the County Council. 3 HCT has provided work-based learning in the local community for the past 20 years and offers a wide range of services on behalf of the Department for Children, Education and Lifelong Learning (DCELLs) and the DWP. In 2006, the provider gained the DWP Prime Contract New Deal for Ceredigion. Since then HCT has reviewed the number of sub-contracts it holds and now sub-contracts with just a small number of providers to help deliver its Prime Contract for Programme Centre provision. The provider has service level agreements in place for all of its sub-contractual arrangements. Its DWP provision includes: Prime Contract New Deal; Prime Contract Programme Centre; Work Preparation; Gateway to Work; Gateway Follow Through; and Basic Skills Assessment. 4 Programme Centre provision lasts for 13 weeks. Clients are required to attend centres for a minimum of 10 hours a week and should be 70 per cent job ready when they begin the programme. Clients are referred through the DWP and the majority join the programme as a follow through option once they have completed New Deal. Summary of Programme Centre Provision 5 There are currently 44 clients on Programme Centre provision and 2 clients on CV provision. The programme centre provision lasts for 13 weeks. Clients are required to attend centres for a minimum of ten hours a week and are required to be 70 per cent job ready when they attend the programme. 1

8 6 The DWP do not formally measure the CV provision. Clients are referred through the DWP and the majority join the programme as a follow through option once they have completed New Deal. 7 During the inspection process, inspectors evaluated and reported on: all seven key questions across the provider; and all HCT s Programme Centre provision. The provider s priorities and targets 8 HCT has a clear and appropriate mission statement. This is to provide the community with a wealth of life-long learning opportunities to train for new skills and qualifications equipping the learner for sustainable employment. It aims to deliver these opportunities to the highest standard with a strong commitment to equality of opportunity. 9 HCT aims to be the leading provider of vocational training in Ceredigion. It plans to achieve this by: becoming responsive to stakeholders needs and overcoming barriers to learning; having clear targets for each contract; building on the current approach to provide the best for learners; improving the basic and employability skills of those at risk of unemployment; using rigorous evaluations of its services to continuously monitor, review and improve performance; providing a professional development path for staff in order to deliver high quality learning for learners; making effective use of the Quality Development Plan (QDP) as a tool to improve the quality of services; and further developing new areas of provision in line with the Regional Statement of Needs and Priorities (RSNP) and other national and regional strategic objectives. 2

9 Summary Table of grades awarded 10 The inspection team judged the provider s work as follows: Key Question Inspection grade 1 How well do learners achieve? 2 2 How effective are teaching, training and assessment? 2 3 How well do the learning experiences meet the needs and interests of learners and the wider community? 4 How well are learners cared for, guided and supported? 2 5 How effective are leadership and strategic management? 2 6 How well do leaders and managers evaluate and improve quality and standards? 7 How efficient are leaders and managers in using resources? Standards 11 Standards are good and improving. Many clients attain accredited qualifications through their Programme Centre training and gain valuable occupational skills to prepare them to enter and remain in employment. The quality of education and training 12 The quality of teaching and training is good, and in a few cases, very good. Job search training is effective and helps clients learn the importance of CVs, job applications and interview preparation. Trainers plan and deliver provision well to meet the needs of all clients following Programme Centre provision. The quality of leadership and management 13 Leadership and management are good. The provider has clear and effective structures and systems in place to ensure that the quality provision for all clients is of a good standard. A robust performance management process supports the strong focus of continuous improvement well. 3

10 Recommendations 14 In order to improve, managers and staff at Hyfforddiant Ceredigion Training need to: R1 R2 R3 R4 R5 improve short-term target setting in Programme Centre provision; set measurable and specific targets for clients on Job Search programmes; promote equal opportunities and diversity more consistently in training and In reviews; make sure that relevant staff receive training to undertake quality assurance observations of programme delivery; and make sure that all delivery staff receive appropriate training to make the best use of interactive white boards. 4

11 Standards Key Question 1: How well do learners achieve? Grade 2: Good features and no important shortcomings Success in attaining agreed learning goals 15 Standards of achievement in the sessions inspected are as follows: Key Question 1: Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 Percentage: 25% 63% 12% 0% 0% 16 Overall standards achieved are as follows: October 2007 to February 08 Option Starts Leavers % performance Actual leavers % leavers target leavers into into jobs into jobs jobs CV Provision** NA 7 64% Programme Centre % 64 56% Total % 64 56% ** The DWP does not formally measure CV provision. 17 Standards are good. The provider is currently exceeding the DWP job outcome targets in the Programme Centre option and trends are improving. In the previous reporting period of October 2006 to September 2007, 33.3 per cent of clients leaving Programme Centre provision achieved a job outcome, below the target set by the DWP. 18 Clients in programme centres make good progress towards their job search goals. They come from a wide variety of backgrounds and are highly motivated to find employment. All clients speak about how much they have learnt whilst on the programme and how the training at HCT has helped them gain confidence by improving their job search and interview techniques. 19 Many clients achieve additional qualifications such as first aid, health and safety and the construction skills card through the Construction Skills Certificate Scheme (CSCS). This is a certificate to allow them to work safely on construction sites which greatly enhances their job prospects and employability. 20 A minority of clients come from very rural locations where there are few transport facilities. For example; in one case a bus only runs to the programme centre on two days of the week. In another area, the bus does not arrive at the centre until after 10:00am. In both cases, clients have to walk over a mile to get to the bus stop. This makes their employment prospects very difficult. These clients are very motivated to attend the programme centre and actively try to find solutions to address the problem. For example, they are advertising for car sharing opportunities in their local communities. 5

12 Progress in learning 21 Clients make good progress towards their goals and develop a good range of new skills. For example, one learner, who is self-employed, comes to the programme centre to seek additional employment when there is a lull in his work. Even though he has many years experience as a manager and successful trainer, he has learnt how to improve his computer skills and up date his CV. In another case, a client is taking a certificate to prove he can work safely on construction sites whilst improving his basic skills. 22 Clients identify their own progress well and know how they might address any gaps in their CV or in their job search skills. They often gain valuable employment skills in supportive work placements. For example, in one casual work placement, the employer offers clients mock interviews and an opportunity to apply for full time positions with in the organisation. One client has secured a full-time position through this route and is already looking for promotion within the company. The development of personal, social and learning skills 23 Clients attend centres regularly and quickly learn to develop and maintain good relationships with their peers and trainers. A few clients are motivated to continue to attend centres once their contract is completed. For example, one client is continuing to attend a centre to fulfil her job search requirements. Her attendance at the centre gives her an opportunity to work on her job search skills and gain confidence by meeting and speaking to others. 24 Clients gain independent learning skills by attending creative learning sessions. In these sessions, clients address their prejudices and negative thoughts about their futures. Many begin to believe in themselves for the first time, challenging their low self-esteem. They find that the process of identifying and writing their strengths in a formal CV helps them gain the confidence and motivation they need to help them look for employment. 6

13 The quality of education and training Key Question 2: How effective are teaching, training and assessment? Grade 2: Good features and no important shortcomings 25 The quality of teaching, training and assessment in the sessions observed is as follows: Grade 1 Grade 2 Grade 3 Grade 4 Grade 5 20% 60% 10% 10% 0% Teaching and training 26 The quality of teaching and training is generally good, with some particularly good sessions observed. Job search training is effective in teaching clients about the importance of CVs, interview preparation and job applications. Accredited training courses are of good quality and give clients formal qualifications in subjects such as information technology (IT) and first aid, as well as literacy and numeracy. 27 Trainers use a wide variety of teaching methods. They co-ordinate practical and theory work effectively and there is a good link between on-the-job and off-the-job training. In addition to the well planned group sessions, there are useful one-to-one coaching sessions that provide clients with good individual support. 28 Lessons plans are of good quality and in most cases used well. Training sessions are paced well and include a variety of activities to stimulate the interest of clients. Generally, trainers use effective questioning to check clients understanding, though in a few examples trainers do not recap the subject at the end of the session effectively. Trainers have good subject knowledge and use this effectively to engage clients and to make lessons interesting. Although very few clients request their training in the Welsh language, good resources are available, if required. 29 There are good relationships between the clients and staff. Training takes place in a pleasant environment with resources of good quality, such as the new interactive white boards. However these are not yet in use in all centres. Clients enjoy their training and are keen to learn. They participate actively in the training sessions, developing useful communication and teamwork skills. In a few instances, trainers dominate sessions too much and there is not enough client involvement. 30 On-the-job training at work placements is effective in providing opportunities for clients to obtain relevant skills for employment. HCT staff work well with employers to ensure that clients have good work placements, and achieve appropriate job skills and knowledge. Many clients have been out of work for a long time, and these good quality placements provide the opportunity for clients to understand work culture and discipline effectively. 7

14 Assessment 31 At the start of the programme, clients receive a thorough identification of their individual needs and barriers to work. Monthly reviews are very effective in monitoring progress and identifying any further training and development needs. In addition, there is on-going assessment during the training sessions, with feedback from staff which is very effective in providing encouragement and motivation for the learners. Key Question 3: How well do the learning experiences meet the needs and interests of learners and the wider community? Grade 1: Good with outstanding features 32 Overall, clients follow training programmes that meet their individual needs and interests very well. 33 There is a very wide range of programmes available to clients and there are good progression routes in place for them to move into employment or further training. The provider reacts flexibly to the requirements of each client. It plans training very well and often places learners from different programmes together in sessions to create viable groups, to improve the interaction of clients and to broaden their social skills. 34 Clients have very good access to opportunities to gain accredited qualifications through a wide range of occupationally-relevant short courses, such as first aid, manual handling and the Construction Skills Certification Scheme. Many clients take up these opportunities and their employability benefits as a result. There is a strong emphasis on the development of clients confidence, motivation and social skills. 35 The provider is well placed to respond to clients needs due to the wide range of work-based learning it provides across the county. In addition, the providers active participation in the many relevant strategic partnerships, such as the learning network, impacts significantly on its ability to respond to clients needs. Outstanding feature The provider has excellent links with a wide range of employers, charities, voluntary organisations and agencies, including MIND, Communities First, Want to Work, Progress to Work, the probation service, Yoga i Bawb and Ceredigion Recycling and Furniture Team (CRAFT). The provider has worked with these organisations for many years and there is an excellent network of mutual support. Providers actively seek ways to facilitate training and to support clients from a wide range of backgrounds, including vulnerable learners and those engaged with the probation service. Partner organisations communicate well with each other across organisational divides to make sure that clients can benefit from whatever support is on offer. Overall, the provider has excellent local knowledge and uses it very well. As a result, clients access highly relevant opportunities within a very joined-up network of provision. 8

15 36 The provider has responded very well to major redundancies in the local area, for example helping 55% of the staff of a local cheese factory to gain employment within eight weeks after closing. It markets and publicises its activities well. It celebrates clients success in gaining employment through regular newsletters and award ceremonies. 37 Clients benefit from good access to key skills provision, which in many cases is above what is required by the training contract with the DWP. The number of key skills awards achieved by New Deal learners has increased significantly over recent years. Twenty-five New Deal clients gained key skills qualifications over the last year, mainly in Improving Own Learning and Performance at level 1. Trainers embed key skills well into the ongoing work of clients, for example in covering health and safety and equal opportunities through induction activities. 38 The planning of work placements is good. Clients benefit well from the provider s close links with employers. Clients also benefit from working alongside employed learners when they infill on short courses run by the provider, for example through its involvement in the EU-funded Interreg Step-Up programme. 39 The provider has an appropriate Welsh language policy and promotes and supports the use of Welsh well. All training is available in Welsh or English, but relatively few Welsh speakers elect to undertake their training through the medium of Welsh. Key Question 4: How well are learners cared for, guided and supported? Grade 2: Good features and no important shortcomings 40 Overall, the provider gives clients good support and guidance. Clients receive a programme of training that meets their individual needs and helps them to improve their employability. The provider also responds well to learners with complex needs, for example the increasing number moving into training who have been in receipt of incapacity benefit and out of the job market for many years. 41 The provider takes careful account of the individual circumstances of each participant prior to entry onto the programme and liaises closely with Jobcentre Plus staff. Programme centre staff have a very good understanding of the barriers clients face in getting employment. There is very careful initial advice and guidance before allocating clients to an appropriate programme of learning. 42 Clients receive a useful induction into their programme and the opportunities available to them. There is a very inclusive ethos throughout the provider. However, occasionally, there is not enough reinforcement of equal opportunity and diversity issues during training and reviews. 43 Clients benefit from very helpful and supportive training staff. Many clients receive extensive individual support as a result of staff going the extra mile for them. For example, the support for clients within a rural setting is good and the provider has used discretionary funding, as well as its own resources, to support clients transport needs effectively. This included paying for driving lessons, driving theory tests, taxis and public transport costs, where appropriate. 9

16 44 The provider assesses clients basic skills needs on entry to the programmes and sets out appropriate individual action plans as a result. Clients develop their literacy and numeracy skills well in separate basic skills sessions, but also during job-related and job-seeking activities. Clients benefit from sessions where they mix with learners from other programmes, such as Skillbuild and work-based learning. 45 The provider secures the health and well-being of clients well. Staff actively promote healthy lifestyles, for example by providing fruit, water and toast during morning sessions to help learners to concentrate better. 46 The provider adheres to the policies and procedures of the local authority for the safeguarding of children and vulnerable adults. The Jobcentre Plus manager acts as the first point of referral and the designated person is an assistant director within the local authority. All staff receive enhanced CRB checks before working with clients. 10

17 Leadership and management Key Question 5: How effective are leadership and strategic management? Grade 2: Good features and no important shortcomings 47 Leadership and management for the delivery of the DWP Prime Contract programme Centre are good. The provider has a clear mission to provide learning opportunities, training and skills to meet the needs of the local economy and business in Ceredigion. Clients following DWP programmes receive learning experiences of good quality that help them to enter and remain in employment. 48 HCT is a business unit within the county council. At the time of the inspection the local authority is securing plans to move the unit from the Economic Development, Tourism and European department to the Education and Regeneration department of the County Council. The Authority is developing transition plans and aims to ensure that HCT s provision of workforce skills and vocational training services is transferred successfully. 49 The provider has a comprehensive and detailed business plan for that sets out appropriate, measurable objectives and performance indicators for the year. The business plan links clearly to the county council s corporate strategy for economic development and supports economic regeneration well through the promotion of workforce skills and training. 50 The business plan gives good consideration to the county council s economic development strategy, local labour market information, learning networks and Job Centre Plus (DWP) strategic plan. The provider has a strong focus on raising basic skills levels within Ceredigion and works well in partnership with other organisations to help clients achieve their employment goals. 51 The provider s management structure has recently changed. The new structure is clear and effective and understood well by all staff. The three senior managers are part of the Management Board of the provider. Together they give good leadership and direction to the work of the provider. They receive effective guidance and support from the assistant director of economic development, who is the fourth member of the Management Board. Lines of communication within the authority are clear and understood well by all staff. The assistant director reports the provider s progress to the cabinet members, who scrutinise the work appropriately. 52 Senior managers meet monthly to discuss strategic and performance issues. They have a good strategic focus and are currently planning well to meet future changes in the DWP contract that will seek to address the needs of clients receiving long term benefits. Internal communication is good and managers make good use of ICT to give all staff weekly performance and organisational updates. Team work is strong and effective. Managers meet monthly with all operational staff. All meetings have detailed minutes that include standing agenda items and clear action points. All staff understand their roles and responsibilities well. 53 Managers have good oversight of the day to day provision delivered at the four 11

18 training centres in Lampeter, Aberystwyth, Cardigan and Llanbadarn Fawr. All staff are empowered to take responsibility for their own areas of work in a supportive culture that is open and transparent. 54 The provider has introduced a new performance management system. This contributes well to the overall success of the provider s performance in the delivery of its Prime Contract for Programme Centre. All staff receive supportive monthly performance reviews detailing individual objectives and targets. These reviews are graded and are part of the annual appraisal system. The local authority recognises the value of this new system and may introduce a similar system within the economic development service. Staff development is planned and prioritised well and enables all staff to receive appropriate training and development to meet their professional and business needs. Key Question 6: How well do leaders and managers evaluate and improve quality and standards? Grade 2: Good features and no important shortcomings 55 The provider is committed to providing good quality training and learning for all its clients. It has established a comprehensive Quality Charter which details clear policies and procedures to support quality assurance and quality improvement. This includes the observation of all staff annually to promote high standards and share best practice. This system is robust and includes observation of staff working on all aspects of clients training programmes, including initial advice and guidance. Managers revisit staff whose performance falls below a satisfactory threshold and build in support to help them to improve. 56 Senior managers have developed very good management information systems that are accessible to all staff. Staff use good quality information to monitor and evaluate performance well and to set targets for improvement. 57 The provider has a detailed quality development plan (QDP) which managers monitor and update effectively. Managers review and evaluate all actions regularly and report on progress against the targets set out in the QDP. 58 Managers of the Prime Contract for Programme Centres hold bi-monthly performance management meetings with individual staff. They review all aspects of performance at these meetings and set clear measurable targets for the next period. All staff are clear about how their performance contributes to the overall performance of the provider s work. Managers use regional and national data well to benchmark overall performance. 59 Where provision is sub-contracted, HCT has established effective service level agreements (SLAs) to secure the quality and standard of this provision. Senior managers review SLAs annually to make sure they are appropriate and fit-for-purpose. Following the recommendations from the previous inspection, HCT has focused strongly on the quality of its arrangements for sub-contracted provision. SLAs have now improved since the previous inspection in Staff collect useful feedback from clients and employers regularly through meetings, 12

19 surveys and questionnaires. Managers analyse the responses effectively and use the outcomes well to support quality improvement. Managers use internal audit activities well to promote compliance and to plan for improvement. 61 The provider has responded well to the recommendations made in the last inspection report. There is a clear culture of continuous improvement within HCT and all staff and managers are open and receptive to feedback on performance. 62 The self-assessment process is effective and thorough. All staff contribute fully to the annual self-assessment process. The self-assessment report (SAR) identifies the strengths and areas for improvement well. There is a good match between the internal findings and that of the inspection team. Key Question 7: How efficient are leaders and managers in using resources? Grade 2: Good features and no important shortcomings 63 Managers and staff make good use of resources to deliver the DWP contract. The provider has enough appropriately qualified staff to deliver the Programme Centre provision. All staff are experienced in the areas of work they are responsible for and more than half of the staff who deliver training hold a teaching qualification. The provider supports staff without teaching experience to complete a learning and development award or a teaching qualification. 64 Managers deploy staff effectively to make the best use of their expertise and to maximise clients access to a wide range of training and learning activities. They achieve this efficiency by infilling DWP clients on other programmes they run. This provides clients with good opportunities to enrich their learning by working with others from different backgrounds. 65 Managers make good use of money from various funding sources to promote new initiatives and to develop resources for clients on DWP programmes. For example, important assistance with travel costs for clients in an area where transport often poses a real barrier to accessing training or employment. Managers maximise their funding well through offering cost recovery courses and through the leasing of premises to other organisations. Staff and managers have very good informal collaborative arrangements with other agencies to share resources to improve clients access to provision. 66 Managers plan, deliver and evaluate staff development well. They identify and prioritise professional development needs effectively through the regular performance management meetings with individual staff and the annual appraisal system. Staff make good use of the wide range of staff development opportunities they are offered. They provide managers with appropriate feedback about the quality and usefulness of any training they have undertaken to support the most effective use of the staff development budget. 67 The provider offers training and learning opportunities for clients on DWP programmes in centres across Ceredigion. These centres give clients from a wide geographical area good access to convenient town centre premises. Overall, 13

20 accommodation is satisfactory. Staff make the best use of training accommodation to make it comfortable and stimulating for clients. Occasionally, training rooms are too small for the number of clients in the group. 68 In three of the four centres, access for disabled clients is good. In the Cardigan centre where training accommodation is mainly on the first floor, staff make appropriate alternative arrangements for clients with mobility difficulties. 69 Learning resources are generally of a good quality. Managers have made considerable investment in upgrading and improving ICT equipment for clients. Staff have good access to resources such as interactive whiteboards to support their teaching and to promote learning. However, not all staff have undertaken training in the use of this technology. 70 The provider has appropriate procedures for monitoring health and safety within their own premises and those of the employers with whom they work. 71 Standards are good on the Programme Centre provision, and HCT provides good value for money. 14

21 Provider s response to the report findings Hyfforddiant Ceredigion Training is in full agreement with the conclusions of the inspection report which accurately reflects the current position within the organisation and matches our own findings and gives recognition to developments and improvements made since the last inspection in Staff at Hyfforddiant Ceredigion Training are delighted with the results of the inspection and the grades awarded, which reflects the hard work and commitment of staff at all levels. The report and grades reflect some of the outstanding features and total commitment of staff to provide high quality learning opportunities and employability skills to move our learners into sustainable employment. The inspection was extremely beneficial and provided us with the motivation and opportunity to work together, furthering our continuous improvement strategy whilst giving recognition to the high quality provision for lifelong learning in Ceredigion. We are especially pleased with the recognition given to the strong partnership and networking relationships that have been developed with employers and varied other organisations in supporting learners into sustainable employment. All staff involved in Department of Work and Pensions contracts are constantly striving to improve our provision and support to learners and employers for the varied learner groups. We will continue to develop provision to meet the needs of these learners and future learner groups. The recommendations identified reflect Hyfforddiant Ceredigion Training s own Quality Development Plans for improvement and work is already progressing within these areas. Scheduled planning meetings and staff involvement in identifying changed to Gateway To Work delivery including increased involvement of employers is already underway as well as introducing good practice identified from attended network events. Training on setting SMART targets for Job Search will be delivered during the next 3 months to all relevant staff. As part of Ceredigion County Council s training plan, all staff will undertake Equality and Diversity training during the next 12 months and further training will be undertaken to ensure that staff promote these principles with learners during training and review sessions. A plan has already been agreed to train at least 3 other staff as Peer Observers within the organisation and this will be undertaken during the next 3 months for implementation by September In regard to the use of e-learning technology, staff have already attended one national event in April and contact has been made with the Regional Support Centre in Swansea for further guidance and support. 15

22 Appendix 1 The evidence base of the inspection Inspectors visited: a sample of clients in the workplace and during training at HCT s premises and those of sub-contractors. Members of the team held meetings with: managers and other members of staff at HCT and their sub-contractors; Deputy Director of Economic Development, Tourism and European Department of Ceredigion County Council; clients at their workplaces and at the training centres; and employers. The inspection team also considered: a selection of clients work and individual learning plans; and data and comprehensive documentation provided both before and during the inspection.

23 Appendix 2 The inspection team Jane Taylor HMI Janice Thomas HMI Barry Norris HMI Sally Stringer Gary Adkins Eluned Rowlands Reporting Inspector Deputy Reporting Inspector Team Inspector Additional Inspector Additional Inspector Lead Provider Nominee