Managing Department for Work and Pensions contracts
|
|
- Cameron Pierce
- 6 years ago
- Views:
Transcription
1 Managing Department for Work and Pensions contracts A review of effective subcontracting arrangements This small-scale review outlines the practice of some successful Department for Work and Pensions prime contractors in managing their subcontractors. Inspectors visited 10 prime contractors where leadership and management had been judged good at the last inspection and performance was improving. The review identifies the key characteristics of successful practice and includes guidance questions that providers might use as a prompt for evaluation and to improve the quality of their work. Age group: 16+ Published: January 2010 Reference no:
2 The Office for Standards in Education, Children's Services and Skills (Ofsted) regulates and inspects to achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children's social care, and inspects the Children and Family Court Advisory Support Service (Cafcass), schools, colleges, initial teacher training, work-based learning and skills training, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children s services, and inspects services for looked after children, safeguarding and child protection. If you would like a copy of this document in a different format, such as large print or Braille, please telephone , or enquiries@ofsted.gov.uk. You may copy all or parts of this document for non-commercial educational purposes, as long as you give details of the source and date of publication and do not alter the information in any way. To receive regular alerts about new publications, including survey reports and school inspection reports, please visit our website and go to Subscribe. Royal Exchange Buildings St Ann's Square Manchester M2 7LA T: Textphone: E: enquiries@ofsted.gov.uk W: No Crown copyright 2010
3 Contents Introduction 4 Key features of effective practice 5 Recommendations 5 Survey findings 6 Strategic clarity 6 Operational effectiveness 7 Building capacity 8 Recent improvements in the management of subcontractors 11 Conclusion 11 Prime contract health check 11 Annex. Contractors participating in the survey 13 DWP Prime Contractors 13 Lead contractors from other sectors 13
4 Introduction In April 2008, the Department for Work and Pensions (DWP) introduced new contracting arrangements for its employability programmes and a more strategic approach to commissioning. A key feature of this strategy was to establish a stronger, more consistent base of top-tier providers who can work closely with regional and sub-regional partners to deliver sustainable jobs for unemployed people. 1 Prime contractors were established with responsibility for managing employability programmes over wide areas, working with a range of subcontracted partners. The DWP defines a prime contract as an arrangement where the DWP has a contract with a single organisation to undertake the following three functions: to provide some services directly to subcontract some services to other organisations to manage the payment and performance of the subcontractors. Inspections of DWP-funded providers, conducted since the introduction of the new arrangements, have frequently identified weaknesses in the management of subcontractors. The DWP therefore commissioned Ofsted to conduct a survey of effective practice in prime contractors management of their subcontractors in order to: inform contracting arrangements for future DWP provision promote and share good practice as part of the DWP s national quality improvement plan disseminate examples of effective arrangements across the network of providers. Between November 2008 and March 2009, inspectors visited 10 prime contractors where previous inspections had shown that leadership and management were good and that performance was improving. Inspectors examined how these contractors managed their subcontractors. They drew their evidence from interviews with the prime contractors and, where possible, with representatives from the subcontractors. They reviewed the findings of all inspections and monitoring visits to DWP-funded providers published between March 2008 and April In order to include examples of good practice from provision funded by the Learning and Skills Council, inspectors also visited two lead contractors not funded by the DWP: a manufacturing supply chain group and a Train to Gain consortium. 1 Department for Work and Pensions Commissioning Strategy, Cm 7330, TSO,
5 This review identifies the key factors leading to the successful management of subcontractors. It also includes guidance questions to help contractors evaluate and improve their practice. Key features of effective practice The most successful practice was characterised by: strong strategic leadership by the prime contractors which ensured that all subcontractors had a shared understanding of what was required of them common processes for self-assessment and action planning which ensured that all subcontractors had clear, shared goals for improvement shared management information systems that were aligned closely to the data requirements in the contract staffing structures that had been reviewed and revised to provide appropriate support for the management of the subcontractors effective communication systems and regular meetings to monitor the performance of the subcontractors and to ensure a sustained focus on improvement effective identification and sharing of good practice and the provision of professional development for all staff, including those employed by the subcontractors. Recommendations The Department for Work and Pensions should: highlight and promote the most successful arrangements for managing prime contracts consider the benefits of commissioning a common management information system for prime contractors to use. Prime contractors should: review their approaches to managing subcontractors in the light of the findings of this review use their inspection report and post-inspection action plan to promote improvements among all their partners review their strategies for improvement, for example by using prompts such as the guidance questions at the end of this review. 5
6 Survey findings Strategic clarity 1. In the most successful prime contractors, leaders and managers were very clear about what they were trying to achieve. They took the time to explain this in detail to all their subcontractors and involved them closely in identifying ways to meet key challenges and achieve high standards. One prime contractor worked with a number of small specialised subcontractors to provide a wide choice of job placements. Good leadership and support, clear direction and regular meetings ensured that every subcontractor felt part of a large team with a common purpose. As a result, they all achieved their developmental goals and the number of people gaining jobs improved considerably. 2. The most successful prime contractors set out high standards in all aspects of the prime contract and defined precisely what they expected of their partners. They conducted a detailed analysis of the standards of current provision across the subcontractors and made clear what improvements each one had to make to meet the requirements of the contract. One prime contractor produced a detailed service level agreement which identified specific expectations and standards for all its partners. To support this, it established a strong performance management system with clearly defined standards and targets. To promote consistency across all the partners, it also introduced a common format for development planning and performance reviews. 3. Some prime contractors had recognised that a lack of clarity about their own requirements led to confusion and poor performance on the part of the subcontractors, as in the next example from a visit to a manufacturing supply chain group. The prime contractor s experience of working in larger partnerships highlighted the difficulties that can result from a lack of clarity. To overcome this, it had worked with its partners to produce a detailed questionnaire that was completed by all parties, independently, at an early stage in the contracting process. The questionnaire focused on the contractual requirements relating to such critical aspects as performance standards, quality, scheduling and logistics. Analysis of responses to it highlighted any differences in perception which could then be resolved to ensure an accurate and common understanding of what was required. 4. A key feature in securing improvement was the use of a common process for self-assessment and action planning by all partners. The best action plans 6
7 included targets that were specific, measurable, attainable, realistic and clearly laid out to a timescale that was challenging but achievable. Operational effectiveness 5. The most successful prime contractors had established standard systems for collecting and collating data and management information. These were aligned to the requirements of the contract and used consistently by all partners, as in the following example. As part of its service level agreement, one prime contractor supplied each subcontractor with an electronic copy of its information system and gave training in how to use it. To ensure consistency, the data entry requirements for each month were clearly specified. This information was analysed centrally and shared with area managers who used it as a key focus of their monthly meetings with the subcontractors. Performance was regularly analysed in relation to the DWP s outcome targets and to chart the trends in the performance of individual groups. It was also used to identify groups that were under-represented. 6. Effective lead contractors and subcontractors in partnerships not funded by the DWP had also developed an open and transparent approach to gathering management information and reviewing performance against the contract. Subcontractors valued their association and membership of the Train to Gain consortium. They received good levels of support from the lead partner and, through monthly joint operational meetings, were able to share and discuss performance statistics across the group. These could be used as a benchmark for the performance of each partner. 7. The most successful prime contractors reviewed their staffing structures and, where necessary, established new roles to help to ensure the operational effectiveness of their partnerships. In one example, this had led to changes in the arrangements for quality improvement. The prime contractor established a key role to support subcontractors in developing their processes and practices, along with helping to develop their training provision. The support manager and area manager met each subcontractor, usually every five or six weeks, and discussed performance and areas for development. A plan for quality improvement was agreed. The support manager worked with the subcontractor, usually for a period of two to three days each month. Staff working for the subcontractors greatly valued this support. 8. Good communication and open discussion were crucial aspects of successful practice, with high levels of transparency about the performance of each subcontractor. In the best examples seen, monthly meetings between partners reinforced standards and focused on participants progress, performance and 7
8 quality improvement. This provided an important element of public accountability and also the opportunity to examine any particular challenges the subcontractors were facing. A staff member from the prime contractor chaired most meetings, with subcontractors participating fully as equal partners. The operations group included managers from each of the prime contractor s centres and one from each subcontractor. Outcomes included clear actions to improve performance. Discussions during these meetings included the detailed performance of each programme and each subcontractor. Good informal networks of communication were in place. The prime contractor received copies of any complaints received by a subcontractor. These were analysed to identify any trends across the provision so that any necessary improvements could be made. 9. Frequent and regular performance review meetings, which followed a published timetable and agenda, helped to establish a business-like and well-understood approach to managing operations. Consistency was a key element of highperforming arrangements. In one partnership, all the subcontractors had standard policies, procedures and systems for quality assurance. The contract manager visited each subcontractor individually for a formal monitoring meeting each month. These meetings had a standard agenda and covered performance, improvement plans, health and safety, equality and diversity, customer complaints and feedback, and any other matters. Additionally, the regional manager and contract manager made unannounced visits during the month to monitor delivery, and to hold informal interviews with staff and participants. The regional manager held formal contract review meetings with each subcontractor every six months. Building capacity 10. The most effective prime contractors promoted continuous improvement by sharing good practice with their subcontractors. In some cases, this involved organising job-sharing and job rotation across the partnership in order to disseminate good practice effectively. In others, staff from the prime contractors worked alongside colleagues from the subcontractors to introduce and develop systems and procedures for operating the contract and assuring the quality of what was delivered. 11. In the best instances, staff from the prime contractor paid routine visits to the subcontractors to interview staff and gain feedback on all elements of the provision. They analysed the information carefully to identify what was, or was not, working well and recorded this formally in a joint improvement log which 8
9 all parties could use to share good practice and reinforce the need for further improvement. 12. Successful prime contractors arranged regular, combined training sessions for their own staff and those from the subcontractors. In this way, they were able to share good practice, discuss common concerns and coordinate planning and delivery. One large national prime contractor conducted joint training events to share information related to the self-assessment report and quality improvement plan. Managers from each of the regions met regularly and provided a network of support to ensure good practice and improvement in the quality of provision nationally. Clearly identifying the areas for improvement and the action plans for achieving these improvements were key elements of good practice. 13. The prime contractors surveyed used a range of evidence to promote improvement and good practice, including Ofsted reports and post-inspection action plans. In the Train to Gain consortium visited, the starting point for the quality assurance process involved a review of the Ofsted reports on all the subcontractors within the consortium. Partners were encouraged to identify and share good practice at monthly joint operational meetings. They also benefited from development activities such as introductions to new aspects by guest speakers. Safeguarding, for instance, had been the subject of a recent presentation. The lead provider had developed a web portal that contained all required forms and records. It also kept subcontractors up to date with information on changes or new developments. 14. The most successful prime contractors promoted participation in crosspartnership workshops and staff training events, as in the following example. The prime contractor s staff training activities involved all subcontractors. The topics included equality and diversity, good practice workshops on lesson planning, differentiation, and preparing for the observation of teaching and learning. These activities were well attended and supported local managers in their improvement initiatives. Subcontractors accessed the appropriate lifelong learning sector s initial teacher training qualification as part of the prime contract arrangements for improvement. Further training initiatives included awards in disability awareness. 15. In another example, a prime contractor made considerable progress in raising the standard of teaching and learning. It arranged for an external team to work alongside its own staff on joint observations of learning sessions. All the tutors received detailed feedback and the prime contractor was confident that teaching improved as a result. For example, it reported that tutors adopted a wider variety of approaches than previously and reinforced learning by using 9
10 information and communication technology and relating what was taught to real-life contexts. Managers and tutors were supported in producing action plans for improvement which were monitored thoroughly. Relevant professional development was provided for all staff, including those working for the subcontractors. 16. Successful training organisations in other sectors also promoted the development of expertise among partners. One lead contractor had high levels of expertise in business improvement techniques which it used particularly effectively to train and develop subcontractors staff. Through practical problem-solving activities, they developed skills in value stream mapping that enabled them to identify which areas would give the greatest improvements to a process from beginning to end The most effective prime contractors placed a considerable emphasis on teambuilding and developing a shared understanding of common objectives. In addition to organising training events, one provider held regular meetings for all subcontractors. This improved the subcontractors understanding of each other s work so that they were in a better position to refer clients to the most appropriate service within the group. Such approaches, together with regular telephone calls and exchanges, ensured excellent communication between the provider and the subcontractors. 18. The most successful prime contractors focused on sustaining improvements over time, for example by taking a more direct role in driving change across the whole partnership. One provider identified that, in some of its subcontractors, after an initial surge of enthusiasm, the focus on improvement diminished. This was partly because of a lack of skill in managing change. To overcome this, the provider arranged for a member of staff within each subcontractor to be trained to take on the role of change agent and to ensure that strategies to improve performance were firmly established within each organisation. 2 Value stream mapping charts what is necessary in order to provide what a customer needs, in the sequence in which activities need to happen. 10
11 Recent improvements in the management of subcontractors 19. Inspections conducted since 2007 have shown that a recurring weakness among providers has been the management of subcontractors. Subsequent monitoring visits have shown that most had improved in this area. The measures leading to these improvements included: revising contracts to ensure that the expected outcomes and quality of provision were clearly defined introducing a common framework for self-assessment and action planning for all subcontractors producing standard operational manuals to ensure common practice across all subcontractors developing more formal monitoring and quality assurance arrangements, including monthly meetings with subcontractors ensuring that performance data were shared across all agencies monitoring subcontractors progress in matching participants to suitable work placements. Conclusion 20. There is no single solution which can be guaranteed to bring about improvement in the management of subcontractors. Where it is done effectively, it is frequently as a result of a combination of measures which are matched well to the local circumstances of the participating organisations. This small-scale review has identified a range of commonly found features in successful practice, from which providers may select those likely to be most beneficial in securing improvement in their own context. 21. Prime contractors might wish to review which, if any, of the following are required in their organisations and take action accordingly. Prime contract health check Do written agreements with the subcontractor detail expected performance and monitoring arrangements? Are the following aspects identified clearly: roles and responsibilities for achieving high standards and improving participants experiences the parts of the programme for which the subcontractor is responsible expected qualifications and experience of the subcontractors staff measurable performance objectives/targets requirements for promoting and monitoring equality of opportunity health and safety requirements access to reports from external bodies such as external verifiers 11
12 financial monitoring and review details arrangements for discussing participants progress with the subcontractor arrangements for monitoring the quality of the subcontracted provision arrangements for self-assessment, action planning and continuous improvement the expectation to take part in common self-assessment activities and external inspection? Are there clear systems for collecting, collating and analysing data and for monitoring performance against explicit criteria? Are relationships good and communications effective, and is there regular formal and informal contact between all partners? How does joint staff development and the sharing of good practice across the partners contribute to improving performance? 12
13 Annex. Contractors participating in the survey DWP Prime Contractors Business Employment Services Training Ltd (Leeds) Career Development Group (Hampshire and Isle of Wight) Future Skills Dudley Norfolk and Waveney Enterprise Services (Norwich) PeopleServe (formally Biscom Resource Management Limited) Pertemps Employment Alliance Steps to Work (Walsall) Ltd TBG Learning Limited (TBG) TNG Workfirst (Coventry and Warwickshire) Lead contractors from other sectors Society of Motor Manufacturing and Trading (SMMT) Industry Forum Worcester College of Technology Three Counties Train to Gain Consortium 13
In-Comm Training and Business Services Limited Independent learning provider
Further education and skills inspection report In-Comm Training and Business Services Limited Independent learning provider Inspection dates 7 10 March 2017 Overall effectiveness Effectiveness of leadership
More informationFinning (UK) Ltd Reinspection report
Finning (UK) Ltd Reinspection report Unique reference number: 5835 Name of lead inspector: Julia Horsman HMI Last day of inspection: 0 December 200 Type of provider: Address: Employer Watling Street Cannock
More informationCONTINUING PROFESSIONAL DEVELOPMENT POLICY
CONTINUING PROFESSIONAL DEVELOPMENT POLICY Milestone is committed to safeguarding and promoting the welfare of children and young people and requires all staff, volunteers and visitors to share this commitment.
More informationRTC EDUCATION LTD T/A REGENT COLLEGE REGENT SKILLS TRAINING
Commercial in Confidence RTC EDUCATION LTD T/A REGENT COLLEGE REGENT SKILLS TRAINING TMX Report Template V2 02.04.12 Contents 1. Organisation Information, Introduction and Overview... 1 2. Areas of Particular
More informationChaigeley School. Continuing Professional Development (CPD) and Training Policy
Chaigeley School Continuing Professional Development (CPD) and Training Policy Mission Statement Promoting and safeguarding the education and care of each of its pupils and staff in order that they realise
More informationCranbury College Continuing Professional Development Policy
Cranbury College Continuing Professional Development Policy 1. Principles, Values and Entitlements 1. Cranbury College believes that all staff should be involved in a continuing process of improvement.
More informationAdult Community Learning Essex. Subcontracting, Supply-chain Fees and Charges Policy 2018/19
Adult Community Learning Essex Subcontracting, Supply-chain Fees and Charges Policy 2018/19 Control of Document: ACL Senior Management Team (SMT) Responsibility Group: ACL Senior Management Team (SMT)
More informationDudley Children's Services
Dudley Children's Services LEARNING AND DEVELOPMENT OFFER 2018 2019 STRENGTHENING PARTNERSHIP WITH CHILDREN, FAMILIES AND COMMUNITIES Strengthening partnerships with children, families and communities
More informationLoughborough College Supply Chain Fees and Charges Policy
Loughborough College Supply Chain Fees and Charges Policy 1. Policy Statement 1.1 Loughborough College is committed to growing and diversifying the range of courses it delivers to widen participation,
More informationGet Britain Working Measures
Get Britain Working Measures 23 June 2011 Jo Cranston Central England Group Overview of the Get Britain Working Measures Work Clubs - encouraging people who are out of work to exchange skills and share
More informationSupply Chain Fees & Charges Policy
1 UNITED COLLEGES GROUP Supply Chain Fees & Charges Policy This policy outlines how the United Colleges Group will apply fees and charges to contracts with organisations sub-contracted to deliver education
More informationINFORMATION, ADVICE & GUIDANCE POLICY
INFORMATION, ADVICE & GUIDANCE POLICY ISSUE: 15 DATE: Feb 2015 PROTOCOL INFORMATION, ADVICE AND GUIDANCE (IAG) POLICY Strategy To deliver a robust, impartial, unbiased and effective IAG service to internal
More informationPure Innovations Limited
Pure Innovations Limited Inspection date 13 December 2007 Inspection number 317193 Inspection report: Pure Innovations Ltd, 13 December 2007 Contents Background information... 3 Inspection judgements...
More informationPOLICY DOCUMENT FOR CPD (Continual Professional Development)
PORTFIELD SCHOOL & SATELLITE CENTRES POLICY DOCUMENT FOR CPD (Continual Professional Development) Tel: 01437 762701 Fax: 01437 771444 Email: admin.portfield@pembrokeshire.gov.uk May 2016 Review of Policy
More informationJob specification. Her Majesty s Inspector (HMI), Education. Grade: HMI. Section 1: Job description. Context. Overall purpose. Key accountabilities
Job specification Her Majesty s Inspector (HMI), Education Grade: HMI Section 1: Job description Context Ofsted is the Office for Standards in Education, Children s Services and Skills. We inspect and
More informationKent County Council. Job Description: Practice Development Officer - Step Up to Social Work. Children, Young People and Education. Purpose of the job:
Kent County Council Job Description: Practice Development Officer - Step Up to Social Work Directorate: Unit/Section: Grade: Responsible to: Children, Young People and Education Children s Safeguarding
More informationLeadership and strategic management in the further education, work-based learning and adult community-based learning sectors
Leadership and strategic management in the further education, work-based learning and adult community-based learning sectors May 2007 The purpose of Estyn is to inspect quality and standards in education
More informationSkills Team Supply-Chain Fees and Charges Policy
Skills Team Supply-Chain Fees and Charges Policy Document Owner Quality and Compliance Director Change History Issue Issue Date List of Amendments or remarks as applicable 1 05/12/2017 Policy creation
More informationTIAN Mandatory Training Benchmarking Review
Addressing risk: creating value TIAN Mandatory Training Benchmarking Review October 2015 Background Information It was agreed at the Executive Meeting of The Internal Audit Network (TIAN) in July 2015
More informationCPD policy. Name Signature Date. Prepared by: Miss Harsha Patel. Summer Checked and Reviewed by: Adopted by Copenhagen School.
CPD policy Name Signature Date Prepared by: Miss Harsha Patel Summer 2016 Checked and Reviewed by: Adopted by Copenhagen School Approved by: Document Title: Name: Chair of Governing Body Policy Appraisal
More informationLECTURER JOB DESCRIPTION AND PERSON SPECIFICATION
LECTURER JOB DESCRIPTION AND PERSON SPECIFICATION Job Details Post: Lecturer in Beauty Therapy (point 8 or 2 x point 4) Grade: Pay Scale Range Points: 20 to 30 Responsible to: Key Purpose: Head of Department
More informationSubcontracting Policy 2018/19
2018/19 Policy name: Policy reference: Created by: Approved by: Subcontracting Pol-SUB-VH Assistant Principal - Business Development and Adults Deputy Principal for Finance and Resources Date of last review:
More informationIxion Group Policy & Procedure. Quality & Assurance Framework
Ixion Group Policy & Procedure Quality & Assurance Framework Policy Statement The Ixion Group (Ixion) is committed to raising the standard of provision by putting our clients at the heart of everything
More informationShort Course Provider (SCP) Full Inspection
BRITISH ACCREDITATION COUNCIL INSPECTION REPORT Short Course Provider (SCP) Full Inspection ORGANISATION: ADDRESS: London School of Executive Training Hamilton House Mabledon Place Bloomsbury London WC1H
More informationSt Hugh s School. CPD (Continuing Professional Development) Policy
St Hugh s School CPD (Continuing Professional Development) Policy Continuing Professional Development (CPD) Policy Principles, Values and Entitlements 1. St Hugh s is a learning community which is committed
More informationAn Employer s Guide to Work-Based Learning
An Employer s Guide to Work-Based Learning CONTENTS INTRODUCTION 3 RECRUITING AND SELECTING LEARNERS 5 INDUCTING LEARNERS : RECRUITS 6 : CURRENT EMPLOYEES 7 PLANNING AND DESIGNING WORK-BASED LEARNING PROGRAMMES
More informationStandards for Doctoral programmes in Forensic Psychology
Standards for Doctoral programmes in Forensic Psychology Approved: May 2014 Introduction In 2012, the Partnership and Accreditation Committee (PAC) commenced a process of review in collaboration with its
More informationInduction for Newly Qualified Teachers Policy
Induction for Newly Qualified Teachers Policy Policy Type Non-regulatory Issued September 2015 Induction for Newly Qualified Teachers Policy Rationale The School is committed to the professional development
More informationHer Majesty s Inspector (HMI), Further Education and Skills
Job specification Her Majesty s Inspector (HMI), Further Education and Skills Grade: HMI Section 1: Job description Context Ofsted is the Office for Standards in Education, Children s Services and Skills.
More informationTRAINING NEEDS IN THE FURTHER EDUCATION SECTOR
TRAINING NEEDS IN THE FURTHER EDUCATION SECTOR An independent and comprehensive report of survey-based research into the training needs of people who work in post-16 education and training organisations
More informationEmployability & Placement Coordinator
JOB DESCRIPTION JOB TITLE: Employability & Placement Coordinator LOCATION: Clapham/Vauxhall HOURS OF WORK: 35 hours per week MANAGEMENT ACCOUNTABILITY: N/A RESPONSIBLE TO: Head of Careers & Employability
More informationJOB DESCRIPTION. Assistant Director of Operations (or nominee) Subject to child and adult workforce regulations
JOB DESCRIPTION POST: LOCATION: RESPONSIBLE TO: DBS CHECK: Operations Manager Derbyshire Assistant Director of Operations (or nominee) Subject to child and adult workforce regulations JOB PURPOSE To ensure
More informationBengeworth CE Academy. Continuing Professional Development (CPD) and Training Policy
Bengeworth CE Academy Continuing Professional Development (CPD) and Training Policy Contents: Statement of intent 1. Key roles and responsibilities 2. Identifying needs 3. Provision of CPD and training
More informationJOB DESCRIPTION & PERSON SPECIFICATION Assistant Head Teacher March 2017 GRADE: L11-15
GRADE: L11-15 ACCOUNTABLE TO: RESPONSIBLE FOR: Head Teacher Standards and student progress within a specified centre. To contribute towards the strategic direction and development of WSAPC. MAIN PURPOSE
More informationQUALIFICATION HANDBOOK
QUALIFICATION HANDBOOK Level 4 Diploma in Career Information and Advice (3072-04) August 2011 Version 2.0 (March 2013) Qualification at a glance Subject area City & Guilds number 3072 Age group approved
More informationLearning and Improvement Sub Group Training Strategy. March 2016
Learning and Improvement Sub Group Training Strategy March 2016 1 Contents... 1 Introduction... 3 Who this strategy is for... 4 Training Strategy Aims... 4 The Role of the LSCB Learning and Improvement
More informationThis will enable NQTs to form a secure foundation upon which a successful teaching career, fulfilling their professional duties.
Barmby Moor and Garton on the Wolds CE (VA) School NQT Induction Policy School Mission Statement Our school nurtures the very best in each individual, providing a high standard of teaching and learning.
More informationSeconded Ofsted Inspectors fall into one of three categories: Contracted to complete three inspections in an 18 month period.
Job specification Seconded Inspector Social Care Section 1: Role details Context We are seeking seconded Ofsted Team Inspectors. We are keen to attract the best and most experienced social care professionals
More informationThe 9 Characteristics of Successful Multi Academy Trusts. Sir David Carter South West Regional Schools Commissioner July 2015
The 9 Characteristics of Successful Multi Academy Trusts Sir David Carter South West Regional Schools Commissioner July 2015 The 9 Characteristics of Successful Multi Academy Trusts The creation of new
More informationCity College Norwich - Subcontracting Policy 2018/19
City College Norwich - Subcontracting Policy 2018/19 Document Creation Head f Registry Document Approval Deputy Principal Document Endorsement Governors, Executive Team Version Final Version 4 Date First
More informationThe 10 Characteristics of Successful Multi Academy Trusts
The ten characteristics below establish a definition that categorises the development of each characteristic against four possible stages of maturity. Beginning-this could as the definition suggests, just
More informationLADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY
LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY Final - Governors 17 November 2016 AIMS STATEMENT At Lady Manners School we strive to attain the highest standards in our work, have respect
More informationKent County Council. Service Specification
Tender No: SS15 136 Kent County Council For Strengthening Community Organisations in Kent Documents Prepared By: Strategic Sourcing & Procurement Kent County Council Sessions House County Hall Maidstone
More informationA Quality Assurance Framework for SE Region LSCBs
A Quality Assurance Framework for SE Region LSCBs Contents Final July 2013 Janet Galley Independent Consultant Introduction 2 Components of Framework: Section A: Building Blocks 5 Section B: Quantitative
More informationQUALIFICATION HANDBOOK
QUALIFICATION HANDBOOK Level 6 Diploma in Career Guidance and Development (3072-06) August 2011 Version 4.0 (August 2013) Qualification at a glance Subject area City & Guilds number 3072 Age group approved
More informationNORSEWOOD AND DISTRICTS SCHOOL
NORSEWOOD AND DISTRICTS SCHOOL JOB DESCRIPTION: PRINCIPAL In 2017: There may be a small teaching component for release but not a whole class responsibility Responsible to: The Chairperson of the Board
More informationAssessment Practice Standards. A practice development guide to understanding children s needs and family situations
Assessment Practice Standards A practice development guide to understanding children s needs and family situations Forward Bolton can be proud of a long history of effective multi-agency working to safeguard
More informationJOB DESCRIPTION. Head of MIS & Exams
JOB DESCRIPTION JOB TITLE: LOCATION: RESPONSIBLE TO: RESPONSIBLE FOR: Deputy Principal Clapham Principal Assistant Principals Head of MIS & Exams SALARY: Circa 80K OUTLINE OF POST As a member of the College
More informationBelfast Health and Social Care Trust (BHSCT) Personal and Public Involvement (PPI) Monitoring Report September 2017
Belfast Health and Social Care Trust (BHSCT) Personal and Public Involvement (PPI) Monitoring Report September 2017 Prepared by Martin Quinn and Claire Fordyce, PHA 1 Contents Introduction...... 3 Rationale
More informationInterim Operating Model
Interim Operating Model Table of Contents 1 What is Learn Sheffield?... 0 1.1 Vision... 1 1.2 Aims & Objectives... 2 2 Company Structure... 3 2.1 Interim Leadership & Workforce... 3 2.2 Organisational
More informationEmployer engagement. Engagement Methods
Employer engagement There are three central themes that underpin the BAF Diploma which are Business Enterprise, Business Administration and Finance. These themes will appear with varying depth across all
More informationJOB DESCRIPTION. 1) Take a lead role in the management and leadership of both services.
JOB DESCRIPTION POST: LOCATION: RESPONSIBLE TO: DBS CHECK: Operations Manager Lincolnshire / Leicester Director of Operations (or nominee) Subject to Adult Workforce Regulations JOB PURPOSE To ensure that
More informationLeicester, Leicestershire & Rutland s Safeguarding Children Learning
The Competency Framework in Practice: Early years: A pre-school setting who run morning and afternoon sessions for up to 30 children per session. The setting has 16 staff (mainly permanent) and is owned
More informationThurrock Council JOB PROFILE. Children s Services - Thurrock Adult Community College
JOB PROFILE DIRECTORATE JOB TITLE Children s Services - Thurrock Adult Community College Tutor (Generic) POST NUMBER GRADE TACC 1-6 with bars at 1 & 4* RESPONSIBLE TO KEY LIAISON WITH JOB PURPOSE Specific
More informationNational 4 Sport and Recreation: Skills for Work Course Specification
National 4 Sport and Recreation: Skills for Work Course Specification Valid from August 2013 This edition: August 2013, version 2.0 This specification may be reproduced in whole or in part for educational
More informationPersonal Development Intermediate 1
Personal Development Intermediate 1 First edition published April 2008 National Course Specification Personal Development (Intermediate 1) COURSE CODE C255 10 COURSE STRUCTURE This Course has four mandatory
More informationCLD Standards Council Scotland Position Statement
CLD Standards Council Scotland Position Statement August 2017 Education Governance: Next Steps Empowering our Teachers, Parents and Communities to Deliver Excellence and Equity for our Children Foreword
More informationCareers Education, Information, Advice & Guidance Policy
Careers Education, Information, Advice & Guidance Policy December 2017 Review Period: Person Responsible For Policy: Two Yearly Trust Careers & Employability Manager Governing Committee: Trust Board Date
More informationCandidate Information Pack
Candidate Information Pack Team Manager Children with Disabilities Children s Social Care 10607/JH Closing Date for applications: 9 February 2018 Inside this pack: Job description Person specification
More informationSafeguarding Adults Case File Audit. Policy, Procedure and Practice
Safeguarding Adults Case File Audit Policy, Procedure and Practice 1 CONTENTS CONTENTS PAGE PARAGRAPH POLICY 4 1.0 Introduction Definitions Principles of Conducting Audits Recording Standards Aims and
More informationJOB PROFILE. These relate to the school development plan priorities of (extract):
JOB PROFILE Job Title Human Resources Assistant Grade Scale 4 Directorate Children Schools and Families Division Swiss Cottage School Reports to Human Resources Manager Job Purpose The post holder will
More informationSUPPLY CHAIN MANAGEMENT AND PROVIDER PAYMENTS POLICY
Introduction With the advent of the Apprenticeship Reforms in 2017, Skills Edge has identified the need to ensure the appropriate breadth and depth of provision to meet the diverse needs of our employers.
More informationMay DfE Revised WT 2018 Guidance expected to be published and enactment date known
SSCB Meeting 19 th March Report of the SSCB Independent Chair Updated proposals for discussion - Working towards revised safeguarding children arrangements by April 2019 Process to date 121 structured
More informationQuality Assurance Manual
Quality Assurance Manual Page 1 of 27 Policy Title Quality Assurance Manual Relates to HE X FE Online X School X Approved by Author Date Approved Date Review of Managing Director Quality Assurance Manager
More informationAPPRENTICESHIP SUBCONTRACTING POLICY
APPRENTICESHIP SUBCONTRACTING POLICY A) INTRODUCTION Purpose The purpose of this document is to outline The National Logistics Academy s approach to the selection and management of sub-contracted providers.
More informationSupply Chain Fees & Charges Policy Qube Partner Providers
Supply Chain Fees & Charges Policy Qube Partner Providers AUGUST 1ST 2016 TO JULY 31ST 2017 This document sets out the fees, charges and management policy for Qube Partner providers for the 2016/17 funding
More informationApprenticeships: developing skills for future prosperity
Apprenticeships: developing skills for future prosperity How well do apprenticeships meet the needs of young people, their employers and the economy? In his 2013/14 Annual Report for further education
More informationSupply Chain Fees & Charges Policy Qube Partner Providers
Supply Chain Fees & Charges Policy Qube Partner Providers AUGUST 1ST 2016 TO JULY 31ST 2017 This document sets out the fees, charges and management policy for Qube Partner providers for the 2016/17 funding
More informationSPECIFICATION. Qualification Development / / SV SV / / V1 V1 / /
SPECIFICATION IAO Level 2 Award in Employment Rights and Responsibilities in Health, Social Care or Children and Young People s Settings (QCF) Qualification number: 600/5593/5 Qualification Development
More informationSMALL HEATH LEADERSHIP ACADEMY
SMALL HEATH LEADERSHIP ACADEMY Nurturing Today s Young People, Inspiring Tomorrow s Leaders JOB DESCRIPTION Job Title: Vice Principal Standards and Performance Reports to: Principal Scale: L23 L27 Staff
More informationTraining, Learning, Support & Professional Development Policy and Procedure
Training, Learning, Support & Professional Development Policy and Procedure This Policy Relates to the following Legislation The Children Act 1989 The Children Act 2004 The Care Standards Act 2000 The
More informationQuality Assurance and Improvement Framework
Quality Assurance and Improvement Framework For Modern Apprenticeships and Employability Quality Standards and Assessment Guidance April 2018 Index Page Introduction 3 Principles and purpose of the Quality
More informationImprovement Priority 1 An Effective CLD Partnership
Improvement Priority 1 An Effective CLD Partnership The need Inputs Outputs CLD partners recognise the need to improve joint planning and evaluation. There is a statutory requirement on the council to
More informationQUALITY REVIEW AND DEVELOPMENT REPORT
QUALITY REVIEW AND DEVELOPMENT REPORT CENTRE DETAILS Report Status: Submitted Centre Name: MEADOWS SCHOOL Centre Number: 61968 Principal/Head of Centre: MR R SCHAEDEL Centre Email Address: Centre Telephone
More informationWicklewood School. Policy for the Induction of Newly Qualified Teachers
Wicklewood School Policy for the Induction of Newly Qualified Teachers POLICY FOR THE INDUCTION OF NEWLY QUALIFIED TEACHERS Aim of the Policy Introduction The aim of this policy is to outline the key principles
More informationDeveloping Best Practice in the National Careers Service. Career Development Institute Annual Conference 8 November 2015
Developing Best Practice in the National Careers Service Career Development Institute Annual Conference 8 November 2015 Contents 2 1. Skills Funding Agency and National Careers Service 2. Overview of Best
More informationA Competency Framework for the. Education and Training Inspectorate
A Competency Framework for the Education and Training Inspectorate COMPETENCY FRAMEWORK 1. Why do we need a Competency Framework? 1.1 Inspectors are all professionals and display extensive expertise over
More informationProfessional Apprenticeships for Business. Business and Medical Admin, Customer Services, IT, Accounting, Management
Professional Apprenticeships for Business Business and Medical Admin, Customer Services, IT, Accounting, Management Contents FROM ENTRY-LEVEL TO HIGH LEVEL TECHNICAL AND PROFESSIONAL SKILLS WE WORK WITH
More informationSelf-assessment Careers England 2012
Self-assessment Careers England 2012 Introduction The Quality in Careers Standard provides national validation for England s range of quality awards for careers education, information, advice and guidance
More informationSocial Care Induction Framework for Wales Manager s Guidance This guidance is for those responsible for workers during an induction period
Manager s Guidance This guidance is for those responsible for workers during an induction period There are two sections in the Manager s Guidance: 1 - How to use the Framework 2 - How to assess against
More informationAssessment Report. For. CDG - WISE Ability
Assessment Report For CDG - WISE Ability By Rob Mottram On behalf of emqc Ltd Assessment Date: 12 th & 13 th November 2014 Contents About the Organisation. 3 Assessment Methodology 3 Assessment Outcome...
More informationWales Union Learning Fund Prospectus
Wales Union Learning Fund Prospectus 2018 2019 Skills and Employment: Working with Unions December 2017 Crown copyright 2017 WG33779 Contents Foreword 2 The Wales Union Learning Fund (WULF) 2018-2019 1.
More informationTHE REVISED GUIDE TO THE STANDARD May 2018 Fully incorporating the Gatsby Foundation s Benchmarks for Good Career Guidance
THE REVISED GUIDE TO THE STANDARD May 2018 Fully incorporating the Gatsby Foundation s Benchmarks for Good Career Guidance To be used in all Quality in Careers Standard assessments for external national
More informationSummary HEFCE operating plan for
Summary HEFCE operating plan for 2006-09 Updated April 2008 Contents Introduction 2 Summary operating plan Enhancing excellence in learning and teaching 4 Widening participation and fair access 9 Enhancing
More informationJOB DESCRIPTION. 1. JOB TITLE: ITT Administration Supervisor. 3. DEPARTMENT: Faculty of Education & Children s Services
JOB DESCRIPTION 1. JOB TITLE: ITT Administration Supervisor 2. ROLE CODE: FINACO (HRMS/10188) 3. DEPARTMENT: Faculty of Education & Children s Services 4. ORGANISATION CHART: 5. JOB PURPOSE: This post
More informationCRITERIA AND GUIDANCE NOTES FOR APIL S CORPORATE ACCREDITATION SCHEME FOR SOLICITORS PRACTICES
CRITERIA AND GUIDANCE NOTES FOR APIL S CORPORATE ACCREDITATION SCHEME FOR SOLICITORS PRACTICES INTRODUCTION From the standpoint of the client, going to an organisation that holds itself out as being Accredited
More informationUlster Badminton Coaching System Development. [Year] Plan Ryan Prentice Club and Coaching Officer
Ulster Badminton Coaching System Development [Year] Plan 2015-2021 Ryan Prentice Club and Introduction. The Olympic sport of Badminton is one of the UK s top six participant sports, with a well established
More informationAcademic Standards and Quality Regulations Assessment guidance notes (SQA programmes)
C ASSESSMENT GUIDANCE NOTES (SQA PROGRAMMES) C.1 The university policy and processes for assessment and verification fully align with SQA quality assurance requirements for the university as a single SQA
More informationThe NHS Knowledge and Skills Framework and Related Development Review
The NHS Knowledge and Skills Framework and Related Development Review Working Draft 2003 Produced by Department of Health The text of this document may be reproduced without formal permission or charge
More informationVocational Assessor Childcare/Early Years
JOB DESCRIPTION Job Title: Grade: Hours: Location: Department: Accountable to: Vocational Assessor Childcare/Early Years Support Grade E 37 hours per week Framwellgate Moor Campus School of Early Years,
More informationJob Description and Person Specification
Job Description and Person Specification Specialist Assessor/Trainer in Clinical Health Care Fixed Term to 31 July 2019 Salary: Hours: Leave: Reports to: Location: To be agreed Varied 47 days per annum
More informationTeaching rate: per hour Non-teaching rate: per hour
Job Description and Person Specification Title: Associate Lecturer Level: Academic Accountable to: Course Leader Key relationships: Head of Curriculum, Course Leaders, Tutors Hours: Variable Rates: Teaching
More informationGrade: B1 Inspector (Civil Service equivalent: SEO)
Job specification Social Care Regulatory Inspector Grade: B1 Inspector (Civil Service equivalent: SEO) Section 1: Job description Context Ofsted is the Office for Standards in Education, Children s Services
More informationCareers Profession Task Force Progress Report to Ministers, March 2011
Careers Profession Task Force Progress Report to Ministers, March 2011 Background In October 2010, the Careers Profession Task Force published its report, Towards a Strong Careers Profession. The report
More informationQuality Improvement Framework
South Gloucestershire and Stroud College Quality Improvement Framework If you would like this document in an alternate format Please contact Human Resources Department Prepared by: Job Title/Role: Ref.
More informationDirector of ICT and Learning Innovation
Director of ICT and Learning Innovation External Vacancy Post Ref: 5990. Full Time, 37 hours per week. Permanent. 46,712.42 to 51,033.56 per annum. Attractive benefits for this post include 35 days holiday
More informationIsle of Wight Council Job Description
Isle of Wight Council Job Description Identifying Facts Title of Post: Youth Offending Team Officer Directorate: Children s Services Post No: 50043897 Section: Youth Offending Team Date: May 2014 Responsible
More informationSubcontracting Policy and Fee Schedule 2017/2018
Subcontracting Policy and Fee Schedule 2017/2018 Policy description: This Policy sets out the College s reasons for subcontracting, the way in which subcontractors are procured and provides a clear and
More informationEmployability Fund Formative Evaluation Executive Summary
Employability Fund Formative Evaluation Executive Summary January 2016 Introduction Skills Development Scotland (SDS), in partnership with the Scottish Government (SG) and the Scottish Funding Council
More informationPersonal Learning Coach Term Time Only (40 weeks) Support for Success Co-ordinator & Director of Learner Services
JOB DESCRIPTION POST TITLE: DIRECTORATE: SCALE: RESPONSIBLE TO: Personal Learning Coach Term Time Only (40 weeks) Learner Services 4E Support for Success Co-ordinator & Director of Learner Services AIMS
More information