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

2. 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)

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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.