Demonstrating successful outcomes ISC PRD workshop Impact of PRD activity to date Thursday 7th July 2011 David Syson

Considering impacts Individual Organisation Community (Internal) PRD has put much emphasis on the impact on individuals both in this sector and the General FE sector So how does it benefit each person? These impacts on the individual are often the most difficult to identify and measure Often the impact is on the organisation or on the organisation first There is probably still more scope for us as a sector in the area of using Peer Review to consider impacting the quality of the community for individuals FE looks at individuals attainment Ofsted looks at individual and collective achievement These may not recognise the immense level of work that is put into creating a healthy community by the combination of learning and caring Hence we do not necessarily measure or review the achieving of a community Organisation Community (Internal)

Considering Impacts Inputs Outputs Impacts / Outcomes The reporting of PRD has encouraged thinking along the lines of Inputs Outputs Impacts Inputs being the intervention or process of reviewing Outputs being the findings and resulting action of the reviewing Impacts being the resulting effects of the inputs and outputs

Considering Impacts - organisation Inputs Outputs Impacts / Outcomes Robust SAR SAR findings endorsed by Ofsted SAR review development & validation The area of SAR this has worked out as The input being the review, development and validation of SAR The output being a more robust SAR The impact of this on the organisation has been the endorsement by Ofsted of the grades and findings And recognition of the maturity of the organisation There have been several Ofsted reports that have recognised the benefits of PRD work although they do not always use the term PRD Differentiating an Output and an Impact is not always a precise science

Considering Impacts - individual Inputs Outputs Impacts / Outcomes Improved recognition of individual progression Review of data systems Quality & use of data improved Taking a case of an impact that may be regarded as having an impact more toward the individual The review of data systems Has resulted in improvements in the quality data and the use of data The impact for the individual has been that we can more easily recognise individual progression and assist the individual to the next step of transition

Timescale / Type of Impact Direct/Hard Effect Immediate Timescale Long term We may think of the impacts along a time scale some being quick with an immediate impact Emphasis was placed on demonstrating Impacts that fit in the top left hand box Direct and Immediate others taking many months to work through often due to the linking with other areas of the operation or with existing quality cycles – these may be of greater value and what keeps us going The other significant way in which impacts have varied is in relation to whether they are hard of soft or if you prefer Direct or Indirect Hard or Direct being easily linked to the review and development work Soft or Indirect being less easy to perceive let alone measure or to see the link to the review work However the short term indirect impact was a developing of team work, relationships, networks and confidence in the skills of each other In the longer term this is meaning that this confidence is providing the basis to launch other initiatives Indirect/Soft

Timescale / Type of Impact Direct/Hard Robust SAR endorsed by Ofsted OTL system robust grades improved Teaching & Learning improved Safeguarding & EO systems effective Inspection readiness Immediate Long term We have been encouraged to find hard impacts that directly relate to the work of PRD and provide an immediate effect Such impacts have included Robust SAR endorsed by Ofsted OTL system robust grades improved Teaching & Learning improved Safeguarding & EO systems effective Inspection readiness Indirect/Soft

Timescale / Type of Impact Direct/Hard SAR endorsed by Ofsted OTL system robust grades improved Teaching & Learning improved Safeguarding & EO systems effective Inspection readiness Improved recognition of progression Staff CPD Improved curriculum content Improved pathways to work QIP effective in grade improvements Immediate Long term However many of the impacts have taken many months to work through the system. These have still been a direct result of PRD work These have included: Improved recognition of progression Staff CPD Appropriate curriculum offered Improved pathways to vocations Indirect/Soft

Timescale / Type of Impact Direct/Hard Robust SAR endorsed by Ofsted OTL system robust grades improved Teaching & Learning improved Safeguarding & EO systems effective Inspection readiness Improved recognition of progression Staff CPD Improved curriculum content Improved pathways to work QIP effective in grade improvements Immediate Long term United resolve to tackle common areas of challenge e.g. safeguarding & strategy Creation of a supportive networks Confidence in each other However there have been very significant indirect or softer impacts resulting from PRD The more immediate ones have included: United resolve to tackle common areas of challenge e.g. safeguarding & strategy Creation of a supportive network Confidence in each other These are often evident on groups forming and establishing the areas of work Indirect/Soft

Timescale / Type of Impact Direct/Hard Robust SAR endorsed by Ofsted OTL system robust grades improved Teaching & Learning improved Safeguarding & EO systems effective Inspection readiness Improved recognition of progression Staff CPD Improved curriculum content Improved pathways to work QIP effective in grade improvements Immediate Long term Staff attitudinal shift Senior manager networking Curriculum staff networking (Virtual Dept. Staff Room) Confidence in new/joint ventures Confidence to apply PRD principles Use and recognition of individual manager strengths United resolve to tackle common areas of challenge e.g. safeguarding & strategy Creation of a supportive networks Confidence in each other The longer term indirect effects have been emerging over the last 18 months These have included: Staff attitudinal shift Senior manager networking Curriculum staff networking (Virtual Dept. Staff Room) Confidence in new/joint ventures Confidence to apply PRD principles Use and recognition of individual manager strengths We appear to be benefiting from these softer indirect impacts and it is these that are being used as the basis for new developments Indirect/Soft

Wider Impacts Encourages outward looking focus Senior Managers Teaching staff Encourages viewing the operation from the balcony Cultural shift Some established practices within annual cycles Basis for joint initiatives / projects Raising the standard for the sector Outward looking PRD has enabled a greater emphasis on being outward looking It gives a focus and purpose to being outward looking In general those colleges that appear to be more outward looking appear to be more healthy – this is an observation across FE and ISC It has enabled senior managers and teaching staff to look outside their own organisations Balcony view PRD has encouraged managers to take a balcony view of their own operation This approach is something that the Aspiring Principals course developed where you are very much involved in the practicalities of the operation but able to take an overview of how each part interrelates with another Culture A culture of greater collaboration appears to have developed within PRD groups This culture change is evident from the way in which some practices such as SAR and OTL have become part of a shared quality cycle. Joint initiatives The relations within the PRD groups has given a basis for joint initiatives and projects to take place Moving the standard across the sector We are moving the minimum that anyone can expect of an ISC. Especially in the areas of SAR QIP, OTL EO and Safeguarding. Data is fast catching up.