Evaluating Capacity to Improve by sdfwerte


									    Improvements following
Inspection-Capacity to Improve

            Diane Koppit
 Offender Learning Contract Manager
       Milton Keynes College

  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

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

           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
• well-considered planning to include effective and ambitious
  use of targets
• the ability to achieve and demonstrate positive outcomes for

        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.

           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.

           Making Judgements
• the rigour of the analysis of data on performance
  and how effectively this is used to improve

• 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
          Making Judgements
• the record in setting and meeting appropriate

• the sufficiency, adequacy and use of staff
  and resources to achieve improvement

                  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

                       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.

                  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

              Resulting in
• An improved relationship with all
• 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

      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

Action Plan

    Could Do

    Should Do

    Must Do

               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!

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