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Journey from Requires Improvement

Journey from Requires Improvement. Suzanne Tilling. The timeline. July 2010 – Grade 2 August 2014 – Grade 3 January 2016 – Grade 2. Why grade 3?. Different provision from 2010 ASB - Unemployed Apprenticeships Underperforming sub contractors UKE “mess” 700+ learners

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Journey from Requires Improvement

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  1. Journey from Requires Improvement Suzanne Tilling

  2. The timeline • July 2010 – Grade 2 • August 2014 – Grade 3 • January 2016 – Grade 2

  3. Why grade 3? • Different provision from 2010 • ASB - Unemployed • Apprenticeships • Underperforming sub contractors • UKE • “mess” • 700+ learners • 2 new subject areas and expansion of 3rd • Success rates

  4. The Inspection showed • Staff issues • Not performing, not capable or both • Needed to make rapidstrategic and operational changes • Inspection team had faith in our capacity to change • Viewed it as a consultancy exercise • Could survive amazing stress levels

  5. The Inspection Report became our Bible • Post Inspection Action Plan set up to focus on the 7 areas for improvement • The focus for activity over the next 17 months was aimed at improving our grade not driving the business forward

  6. Areas for improvement • OTLA • Planning of training • Success rates (MLP) • Job outcomes (JC+) • English and Maths • Data • SAR

  7. People • September 14 – engaged with a member of the inspection team to set up PIAP, mentor and advise for 2 days a month (till July 15) • October 14 – changed structure of delivery team and added CM for Maths & English (& E&D) • November 14 – engaged with data consultant to produce the “dashboard” and started HMI support • May 15 – added Quality Manager (Nov 15) • June 15 – added CM for Apprenticeships • December 15 – engaged with an inspector to challenge safeguarding and Prevent

  8. Activities • OTLA • Recruited and then trained OTLA Team • Sought buy in from staff –set clear expectations • New policy written and implemented • Job descriptions and performance management process changed • Targeted support and action plans • Process ratified by HMI Support Inspector (Steve Hunsley) • Sharing of anonymised OTLA across the organisation

  9. Activities • Planning of training • Staff CPD programme November – February • Monthly CPD sessions & sharing of good practice with delivery team • Implementation of Forskills • Implementation of CSPARR lesson plan tool • OTLA activity and mentoring which targets planning • Overall focus throughout team on planning delivery

  10. Activities • Success Rates - Apprentices • MLP – Business case • Staff accountability and ownership of learners • Caseload review panel and processes • Performance management using KPI’s • Analysis of data by Directors • Data dashboard • More robust PICS reporting • Use of white boards to publicise data

  11. Activities • Job Outcomes - unemployed • KPI’s which show expectations from Subs • Monthly reporting system introduced • Workstar • New methods to contact learners • Analysis of other data sets (work experience) • Job Outcomes – apprentices • Destination/progression data for all achievers 14/15

  12. Activities • English and Maths • Curriculum Manager • Forskills sourced & purchased • Creation of virtual learning resources • Staff CPD sessions • Focus in OTLA • Revision and support sessions • Marking protocols • Assessor accountability • Use of data

  13. Activities • Data • Any data/reports asked for during Inspection now produced and used • Reporting schedule created • Data dashboard created • Directors analyse data for trends • Robust use of PICs and other data sources • Publication and promotion of data • Quality calendar

  14. What else did we do • Focused on improvements across the organisation not just those areas highlighted in the report eg E&D • Looked in depth at safeguarding and implemented PREVENT early • Working towards 2015 CIF from first draft • Changed recruitment and performance management processes • Reduced number of sub contractors • Lived and breathed quality

  15. From September 15 • Positioning paper which was reviewed monthly • SAR involving all staff • 48 hour plan set up and management team met monthly, then weekly • Ensured all information was updated as per cycle, then weekly We were ready

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