1. Improvements following Inspection-Capacity to Improve
Introduction-
Diane Koppit
Offender Learning Contract Manager
Milton Keynes College

2. Evaluating Capacity to Improve
In all remits there will be a reported judgement on the provider’s capacity to make further improvement
The capacity to improve judgement should be linked to the overall effectiveness judgement but may not always be the same grade
The capacity to improve will be a limiting judgement

3. Definition
The capacity to make further improvement is a judgement about the ability of a provider to continue to improve standards and make progress.

4. Operating Principles
The judgement on a provider’s capacity to improve is based on:
evidence and a track record of sustained improvement
a clear vision that will sustain improvement and raise aspirations for all users
effective self-evaluation processes which lead to demonstrable impact
well-considered planning to include effective and ambitious use of targets
the ability to achieve and demonstrate positive outcomes for users

5. Operating Practice
Inspectors should seek evidence of the impact of improvements implemented by the provider as shown in its track record and performance since the last visit by inspectors.

6. Making Judgements
The basis for making a judgement on capacity to improve will be through evaluating:
the trend in improvement and whether this is consistent and improvements are sustained
the accuracy and rigour of self-evaluation and how this secures continuous improvement
the effectiveness of the provider’s systems for managing performance and tackling weakness.

7. Making Judgements
the rigour of the analysis of data on performance and how effectively this is used to improve performance
the quality of leadership including managers and their track record in securing improvements
the extent to which governors or the appropriate body, ask challenging questions of senior managers to raise standards

8. Making Judgements
the record in setting and meeting appropriate targets
the sufficiency, adequacy and use of staff and resources to achieve improvement

9. Case Study One Establishment- 3 failed inspections
As a new provider we started by undertaking a review of the provision
Curriculum review
Staffing review
An honest self Assessment report was written and a detailed action plan was established
BUT, this needed buy in from all stakeholders
Which in Year one proved difficult
Resulting in another failed inspection

10. What Next
The action plan needed to be shared with all stakeholders and buy in sought for the implementation of changes- A change to Senior Managers at HMPS
Strategic input from all levels and organisations supported the changes required
A relationship built on trust and respect is needed at all levels
Clear Roles and responsibilities for monitor and driving improvements needed to be identified
Action and skills of individuals needed to be matched to ensure improvements were being made
Identify support available-QIA, Peers
Staff training needed to be identified and time allowed to support staff to understand the actions required
Continuous monitoring of actions planned are required.

11. How did we do it?
We invited the education staff to a training event, to help them understand where they sat in relation to making improvements
This same training was then used with prison and education staff to spread the word
We had regular strategic meetings with the Deputy Governor, Head of Offender learning etc..
We looked at our performance regarding retention, achievement and success data and worked on a model that allowed us to monitor small chunks of achievement
We organised cluster group meetings to enable us to use experienced and skilled staff from other prisons to support the movement forward
As well as using the quality managers from MKC to deliver training to staff on specific subjects
We developed marketing materials that promoted the education programme across wider areas of the prison, this resulted in us working more closely with the wider regime therefore forging better relationships

12. Resulting in An improved relationship with all stakeholders
Everyone buying in to the improvements
A staff who felt valued and in control
A clear direction that everyone understood
A much improved inspection result with a capacity to improve recognised as a grade 2

13. What stage are you at now?
Identify the stage that your provision is at within the quality cycle
Start to plan your next phase
Who needs to be involved in making things happen
Break actions down into bite size chunks that can be measured

14. Action Plan
Could Do
Should Do
Must Do

15. Don’t Delay Don’t underestimate how long it takes to implement changes
Go back today with a plan of what you are going to do next
One Must do action……………..
One Should do action……………..
One Could do action………………
Good Luck!