NATIONAL EVALUATION OF NATIONAL EVALUATION OF THE SUPPORT FOR THE SUPPORT FOR EXCELLENCE (SfE) EXCELLENCE (SfE)

PROGRAMMEPROGRAMME

HOST Policy Research, PO Box 144, Horsham, West Sussex, RH12 1YS

Telephone: 01403 211440; e-mail: info@hostpolicyresearch.com

Early findings and success factorsEarly findings and success factors

Presentation from HOST Policy ResearchPresentation from HOST Policy ResearchProfessor David J ParsonsProfessor David J Parsons

Early findings and success Early findings and success factorsfactors

What is it looking at?What is it looking at?

Where is the programme at? A state Where is the programme at? A state of play reviewof play review

Where are PRD Groups now (self-Where are PRD Groups now (self-assessed maturity)?assessed maturity)?

What helps PRD Groups to work well?What helps PRD Groups to work well?

What is the evaluation What is the evaluation looking at?looking at?

PRD is new, challenging and (for some) radical … it needs a constructively critical PRD is new, challenging and (for some) radical … it needs a constructively critical review of the lessons emerging to guide better practice through:review of the lessons emerging to guide better practice through:

Reviewing the peer review process, including for:Reviewing the peer review process, including for:

– Use as a quality improvement toolUse as a quality improvement tool– Critical success factorsCritical success factors– Effectiveness in validating self-assessmentEffectiveness in validating self-assessment– Integrating FFE into self-assessmentIntegrating FFE into self-assessment

Considering the potential to contribute to raised standards as the sector moves Considering the potential to contribute to raised standards as the sector moves towards self-regulation towards self-regulation

Assess the impact, sustainability and resource (and skills) needs of PRD GroupsAssess the impact, sustainability and resource (and skills) needs of PRD Groups

Consider the scope for scaling up PRD activity into a second and third year Consider the scope for scaling up PRD activity into a second and third year

Establishing areas for improvement in programme structure and deliveryEstablishing areas for improvement in programme structure and delivery

Where is the programme at? Where is the programme at? I: What’s worked well?I: What’s worked well?

Just what is the current state of play of the programme – and what has the first year of funding Just what is the current state of play of the programme – and what has the first year of funding and group formation achieved?and group formation achieved?

Above target recruitment of PRD Groups (129 groups)Above target recruitment of PRD Groups (129 groups)

Cross-sector participation mix:Cross-sector participation mix:

– 45% as FE groups (including VI Form College)45% as FE groups (including VI Form College)– 20% as AL groups20% as AL groups– 18% as private and voluntary sector18% as private and voluntary sector

Building on much of pre-SfE PR activity (31%)Building on much of pre-SfE PR activity (31%)

Tapping ‘new’ provider demand (590 providers) via brokerageTapping ‘new’ provider demand (590 providers) via brokerage

Wide in-programme commitments to PRD as improvement tool Wide in-programme commitments to PRD as improvement tool

Latent overlap with FFE (69 providers)Latent overlap with FFE (69 providers)

Significant ongoing investments by providersSignificant ongoing investments by providers

‘‘Capacity’ building by participant providers (85% self-assessed as effective)Capacity’ building by participant providers (85% self-assessed as effective)

Where is the programme at? Where is the programme at? II: What’s worked less well?II: What’s worked less well?

Consistency of programme co-ordination and communicationsConsistency of programme co-ordination and communications

Funder–provider communications on evolving nature of programmeFunder–provider communications on evolving nature of programme

Start-up programme bureaucracy and funding releaseStart-up programme bureaucracy and funding release

Resource demands of brokerage modelResource demands of brokerage model

Early integration of programme (other stakeholders/QI agendas)Early integration of programme (other stakeholders/QI agendas)

Unproven support model for meeting differentiated needsUnproven support model for meeting differentiated needs

Lack (as yet) of clear developmental PRD modelLack (as yet) of clear developmental PRD model

Lack of clarity on the ‘D’ agendaLack of clarity on the ‘D’ agenda

Lack of clarity (yet) on benefits and impact Lack of clarity (yet) on benefits and impact

Where are PRD Groups at?: Where are PRD Groups at?: Achieved capacityAchieved capacity

SfE providers (% of responding providers) where the group self-assesses SfE providers (% of responding providers) where the group self-assesses what it has in place – mid April 2008what it has in place – mid April 2008

0% 20% 40% 60% 80%

Cross-provider PRDGroup co-ordination

Cross-group PRDroles and

responsibilities

Cross-groupresourcing

arrangements

Activity monitoring

Group and feedbackarrangements

Not answered

Where are PRD Groups at?: Where are PRD Groups at?: Part IIPart II

Providers participating in approved groups (% of responding providers) Providers participating in approved groups (% of responding providers) who see group as …who see group as …

0% 20% 40% 60% 80%

PRD leadership iseffective

Provider co-ordination is working

well

All membersunderstand their

roles

All memberscontribute effectively

Necessary reviewskills are in place

Necessary feedbackskills are in place

What helps PRD Groups to What helps PRD Groups to work well? – Part Iwork well? – Part I

What are some of the key success factors for What are some of the key success factors for group formation and developmentgroup formation and development which help which help PRD Groups (and the providers and practitioners that make them up)?PRD Groups (and the providers and practitioners that make them up)?

Appropriate and committed partners (and reps in them)Appropriate and committed partners (and reps in them)

Tangible commitment of executive managers in all partnersTangible commitment of executive managers in all partners

Past positive track record of collaborative workingPast positive track record of collaborative working

Realising centrality of trusted/co-operative group workingRealising centrality of trusted/co-operative group working

Motivation of PRD manager practitioner members at all levelsMotivation of PRD manager practitioner members at all levels

Robust, well-resourced, open and trusted group leadershipRobust, well-resourced, open and trusted group leadership

Integrated action planning of all stages of the PRD processIntegrated action planning of all stages of the PRD process

Reflective practice at the heart of practice (and structures) Reflective practice at the heart of practice (and structures)

Willingness to evaluate and adapt existing processesWillingness to evaluate and adapt existing processes

What helps PRD Groups to What helps PRD Groups to work well? - Part IIwork well? - Part II

What are some of the key success factors for What are some of the key success factors for PRD implementation and operationPRD implementation and operation which help which help PRD Groups (and the providers and practitioners that make them up?)PRD Groups (and the providers and practitioners that make them up?)

Effective and appropriate selection and resourcing of managers/reviewersEffective and appropriate selection and resourcing of managers/reviewers

Recognising actual or perceived conflicts of interestRecognising actual or perceived conflicts of interest

Effective mix of managers/senior practitioners in review teamsEffective mix of managers/senior practitioners in review teams

Agreed protocols for operation of review and feedback processAgreed protocols for operation of review and feedback process

Effective, timely and practical training for reviewersEffective, timely and practical training for reviewers

Systematic development of review agendas/briefs/outcomesSystematic development of review agendas/briefs/outcomes

Clearly understood review timetables integrating reflection and feedbackClearly understood review timetables integrating reflection and feedback

Allocation of time and resources for review hostsAllocation of time and resources for review hosts

Clarity and resourcing of an agreed and appropriate dissemination strategyClarity and resourcing of an agreed and appropriate dissemination strategy