Presentation by Chris Jones HMI at the FE Week conference in York, 7 June 2018, about how Ofsted inspects and reports on further education and skills provided by subcontractors.
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Meaning
Scope of SA
Role of communication between TCWG and Auditor
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Matters to be communicated to TCWG
Objectives
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Documentation
This document provides guidance for teachers on conducting independent reading in the classroom. It discusses establishing an environment conducive to independent reading, with a focus on increasing student reading stamina and practicing comprehension skills. The teacher's role is to provide mini-lessons on reading strategies and confer individually with students to discuss their reading, monitor progress, and identify areas for further instruction. Students are responsible for continuously reading texts of their choice and reflecting on and keeping records of their reading experience. The document also offers suggestions for topics to cover during student conferences and methods for recording anecdotal notes on individual readers.
Funding Management and Strategies: FUNDING SUMMARY MARCH 2017The Pathway Group
Funding Summary (for March 2017) for funding management and strategies.
Information and results obtained from the Register of Apprenticeship Training Providers (RoATP) regarding funding. As well details about the involvement of The Education Funding Agency and Skills Funding Agency (now merged).
An overview of the main minimum standards and codes of practice have also been included.
This inspection report provides an overall rating of "Outstanding" for Bridgeway Consulting Ltd. Key findings include:
- Bridgeway Consulting has maintained its previous rating of "Outstanding" in overall effectiveness, learner outcomes, quality of provision, and leadership and management.
- The company has expanded significantly since the previous inspection, taking on additional clients and nearly doubling its employees, while continuing to achieve outstanding learner outcomes.
- Systems and long-term planning have enabled the company to successfully respond to industry needs and meet expansion targets. Quality of training and assessment remains extremely high.
- Safety is a top priority, demonstrated through representation on industry forums and an effective incident tracking system. Learners develop
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1) The universal offer was well received, with high satisfaction rates, though ongoing usage of skills accounts was low after initial registration.
2) The IES trial found integrating skills accounts into employment programmes helped learners, but usability issues existed for those with low literacy.
3) The Level 3 trial aimed to encourage Level 3 learning through additional funding accessed via skills accounts.
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• Higher Return on Investment
• Higher Levels of Employee Satisfaction
• Drives a Culture of Compliance
Learn more at https://www.contentenablers.com/site/
What are the practical difficulties faced by NGOs while applying for tax exemptions? What are the caution points to avoid their withdrawal? Why do donors or NGOs need to put internal controls in place? What are the types of fund raising and the checklist that must be answered before accepting a donation? What is funding mix? How to combat the difficulties faced by NGOs during fund raising?
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Sa260 communication-with-those-charged-with-governanceAdmin SBS
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Role of communication between TCWG and Auditor
Applicability
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Matters to be communicated to TCWG
Objectives
Factors affecting forms of communication
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This document provides guidance for teachers on conducting independent reading in the classroom. It discusses establishing an environment conducive to independent reading, with a focus on increasing student reading stamina and practicing comprehension skills. The teacher's role is to provide mini-lessons on reading strategies and confer individually with students to discuss their reading, monitor progress, and identify areas for further instruction. Students are responsible for continuously reading texts of their choice and reflecting on and keeping records of their reading experience. The document also offers suggestions for topics to cover during student conferences and methods for recording anecdotal notes on individual readers.
Funding Management and Strategies: FUNDING SUMMARY MARCH 2017The Pathway Group
Funding Summary (for March 2017) for funding management and strategies.
Information and results obtained from the Register of Apprenticeship Training Providers (RoATP) regarding funding. As well details about the involvement of The Education Funding Agency and Skills Funding Agency (now merged).
An overview of the main minimum standards and codes of practice have also been included.
This inspection report provides an overall rating of "Outstanding" for Bridgeway Consulting Ltd. Key findings include:
- Bridgeway Consulting has maintained its previous rating of "Outstanding" in overall effectiveness, learner outcomes, quality of provision, and leadership and management.
- The company has expanded significantly since the previous inspection, taking on additional clients and nearly doubling its employees, while continuing to achieve outstanding learner outcomes.
- Systems and long-term planning have enabled the company to successfully respond to industry needs and meet expansion targets. Quality of training and assessment remains extremely high.
- Safety is a top priority, demonstrated through representation on industry forums and an effective incident tracking system. Learners develop
This report evaluates three skills account trials: the universal offer, the Integrated Employment and Skills (IES) trial in the West Midlands, and the Level 3 trial in the South East and East Midlands. Key findings include:
1) The universal offer was well received, with high satisfaction rates, though ongoing usage of skills accounts was low after initial registration.
2) The IES trial found integrating skills accounts into employment programmes helped learners, but usability issues existed for those with low literacy.
3) The Level 3 trial aimed to encourage Level 3 learning through additional funding accessed via skills accounts.
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• Higher Levels of Employee Satisfaction
• Drives a Culture of Compliance
Learn more at https://www.contentenablers.com/site/
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This presentation by the OECD Competition Division was made during a roundtable discussion on Competition Compliance Programmes, held at the 133rd meeting of the Working Party No. 3 on Co-operation and Enforcement on 8 June 2021.
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0601048 evaluation of contractors and transporters for the periodSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses the results of a survey on the cost of compliance for financial services firms in 2016. Key findings include:
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- Demand for skilled compliance staff is high, driving up costs. Two-thirds of firms expect senior staff costs to increase in 2016.
- A quarter of firms are outsourcing some compliance functions due to lack of in-house skills and for additional assurance.
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The document discusses best practices for managing third-party vendors. It provides an overview of regulatory expectations for oversight of vendors, outlines key steps for due diligence, selection, and ongoing monitoring of vendors, and identifies common gaps financial institutions have in their vendor management programs. Presenters with relevant expertise are listed for readers to contact.
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Consulting Plan 1
Consulting Plan
Consulting Plan
Introduction
A successful consulting project utilizes an effective performance measurement system. Consultants must select a system – a performance scorecard – to track performance. These various systems vary in complexity, ease of use, “fit” to the task at hand and comprehensiveness. When used correctly, the scorecard will guide the organization’s investment in and management of consulting projects.
Uber was launched in 2009 as a ride-share transportation network that leverages technology to dispatch nearby drivers operating as independent contractors to people in need of transportation. Since the launch, Uber has disenfranchised drivers through policies that are seen to heavily favor the rider experience, at the expense of driver safety and earnings. The chosen consulting project is to evaluate the needs of the driver training and development program in order to attract and retain good drivers by improving their overall experience.
SWOT Analysis
The consulting project is analyzed for its value to the client, and to the consulting organization, in regards to the strengths, weaknesses, opportunities, and threats (SWOT) presented. The SWOT analysis is found in Appendix A. Strengths identified are that the process under evaluation – driver training and development – is critical to Uber’s success, and the results of the engagement will be measurable regarding the impact to customer satisfaction. Management uses a consultant as a third party to improve the chances of a driver’s acceptance of the changes.
A related opportunity presented by the project is to similarly improve the customer experience with happier drivers. For the consulting organization, this project represents an opportunity to further grow into the expanding “share” industry that continues to expand through technology into new areas, such as overnight accommodations and fund sourcing. This rapidly changing technology threatens to make project recommendations obsolete to Uber, as does turnover and dissent in upper management ranks. New management could terminate the project, redefine its scope, or ignore recommendations of the firm hired by previous leadership.
The current levels of driver dissatisfaction with Uber management make a driver’s cooperation in concerning the project difficult. The focus on the driver experience may not adequately address needs and expectations of customers. These are potential weaknesses in the approach chosen for this consulting project.
Balanced Scorecard
This SWOT analysis is used to propose a Balanced Scorecard for the project as a tool for measuring project performance. Project outcomes will be measured by their impact on Uber’s finances, customers, internal business processes, and learning and growth of the organization (in this case, the drivers). The Balanced Scorecard for .
Presentation given at Association for Proposal Management Professionals (APMP) regional event in Reading, UK. Following a survey of 178 bid professionals, Amplio Director Alex King shares people's attitudes on 'how Technology is changing bidding'
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This tool was produced by the UK Government's "SME Panel". The overall purpose of this tool is to change how Government procures, forever: so that SMEs make up a bigger proportion of the businesses helping Government to achieve sustainable outcomes. Specifically, this tool has been designed to:
• Describe what SME friendly procurement looks like
• Help measure progress towards the aspirational goals of the Government to boost SME provision (especially opening up to new SME providers)
• Incentivise and support improvement by allowing Departments to benchmark against and learn from each other.
De application form and eligibility criteria candidate overview (1)Studydriller
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Field Interactive MR’s consumer-panel, B2B-Panel, Healthcare-Panel and data collection capabilities in 98 countries helps our clients analyze the market, gain valuable insight and genuinely understand consumers.
For more information, please visit - http://fieldinteractive-mr.com/
Secondary pupils who need to catch up with reading_webinar slides.pptxOfsted
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This document provides a summary of procurement activities and performance for 2009. Key points include:
- Customer and supplier satisfaction surveys showed generally positive feedback on the procurement process.
- Significant contracts were awarded for items like telecoms, data cabling, waste management, and construction projects. Further competitions helped reduce costs.
- Total purchasing savings for the year were £2.4 million, including savings from construction market conditions.
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2018 Compliance Risk Study for Financial Services explores the modular transformation that allows leaders to move at the pace of digital age. Read more.
0601048 evaluation of contractors and transporters for the periodSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
The document discusses the results of a survey on the cost of compliance for financial services firms in 2016. Key findings include:
- Compliance officers expect continued high volumes of regulatory change and are experiencing regulatory fatigue. 69% expect more regulations in 2016.
- Over a third of firms spend at least a day per week tracking regulatory changes. Resource constraints may be limiting time spent on this.
- Demand for skilled compliance staff is high, driving up costs. Two-thirds of firms expect senior staff costs to increase in 2016.
- A quarter of firms are outsourcing some compliance functions due to lack of in-house skills and for additional assurance.
- Managing regulatory risk and the focus on conduct risk are
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The document discusses best practices for managing third-party vendors. It provides an overview of regulatory expectations for oversight of vendors, outlines key steps for due diligence, selection, and ongoing monitoring of vendors, and identifies common gaps financial institutions have in their vendor management programs. Presenters with relevant expertise are listed for readers to contact.
KWE and Safexpress were evaluated on their innovation competence using a diagnostic tool assessing six key capabilities.
KWE scored highest on external relationships but lowest on new value creation. Its overall innovation competence ratio was 86%, meaning it was 14% from ideal.
Safexpress emphasized promptly responding to customer needs but had gaps in organizational transition, supply chain performance, and multi-faceted services. Its ratio was 77%, so it was 23% from ideal.
Recommendations include Safexpress cultivating close client relationships and collaborating on new services. KWE needs to prioritize all capabilities equally. Both need regular competence assessments to innovate and adapt to changes.
The secrets of learning, training and assessments in regulatory complianceThomas Jenewein
This white paper discusses learning, training and assessments for regulatory compliance. It outlines eight factors driving increased focus on compliance training, including more regulations and higher fines. It defines three categories of compliance training and discusses how learning management systems, content authoring tools, and assessment systems can support compliance efforts. SAP offers solutions including Enterprise Learning, SuccessFactors Learning, Assessment Management by Questionmark and Workforce Performance Builder to help organizations effectively manage compliance training and reduce risk.
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Consulting Plan 1
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Introduction
A successful consulting project utilizes an effective performance measurement system. Consultants must select a system – a performance scorecard – to track performance. These various systems vary in complexity, ease of use, “fit” to the task at hand and comprehensiveness. When used correctly, the scorecard will guide the organization’s investment in and management of consulting projects.
Uber was launched in 2009 as a ride-share transportation network that leverages technology to dispatch nearby drivers operating as independent contractors to people in need of transportation. Since the launch, Uber has disenfranchised drivers through policies that are seen to heavily favor the rider experience, at the expense of driver safety and earnings. The chosen consulting project is to evaluate the needs of the driver training and development program in order to attract and retain good drivers by improving their overall experience.
SWOT Analysis
The consulting project is analyzed for its value to the client, and to the consulting organization, in regards to the strengths, weaknesses, opportunities, and threats (SWOT) presented. The SWOT analysis is found in Appendix A. Strengths identified are that the process under evaluation – driver training and development – is critical to Uber’s success, and the results of the engagement will be measurable regarding the impact to customer satisfaction. Management uses a consultant as a third party to improve the chances of a driver’s acceptance of the changes.
A related opportunity presented by the project is to similarly improve the customer experience with happier drivers. For the consulting organization, this project represents an opportunity to further grow into the expanding “share” industry that continues to expand through technology into new areas, such as overnight accommodations and fund sourcing. This rapidly changing technology threatens to make project recommendations obsolete to Uber, as does turnover and dissent in upper management ranks. New management could terminate the project, redefine its scope, or ignore recommendations of the firm hired by previous leadership.
The current levels of driver dissatisfaction with Uber management make a driver’s cooperation in concerning the project difficult. The focus on the driver experience may not adequately address needs and expectations of customers. These are potential weaknesses in the approach chosen for this consulting project.
Balanced Scorecard
This SWOT analysis is used to propose a Balanced Scorecard for the project as a tool for measuring project performance. Project outcomes will be measured by their impact on Uber’s finances, customers, internal business processes, and learning and growth of the organization (in this case, the drivers). The Balanced Scorecard for .
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This tool was produced by the UK Government's "SME Panel". The overall purpose of this tool is to change how Government procures, forever: so that SMEs make up a bigger proportion of the businesses helping Government to achieve sustainable outcomes. Specifically, this tool has been designed to:
• Describe what SME friendly procurement looks like
• Help measure progress towards the aspirational goals of the Government to boost SME provision (especially opening up to new SME providers)
• Incentivise and support improvement by allowing Departments to benchmark against and learn from each other.
De application form and eligibility criteria candidate overview (1)Studydriller
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
2. Session outline
Our focus on subcontractors: reasons
How we inspect and report on the achievement of learners and
apprentices in subcontracted provision
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 2
3. Policy update
‘The conclusions … raise big questions about subcontracting
and the quality of apprenticeship training. I’m unconvinced and
uncomfortable about the practice of giving a large sum of money
to just one organisation. Particularly when the recipient
subcontracts much of that training, taking a hefty cut and
delivering little of value for the Government funding it receives.’
(Robert Halfon MP, November 2017)
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 3
4. Policy update
‘I have no doubt that all of you are acutely aware of the risks
faced when large sums of money appear to be washing around
the system, with insufficient quality control. Insufficient
oversight and quality assurance undoubtedly resulted in too
many poor outcomes for learners…’
(Amanda Spielman HMCI, November 2017)
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 4
5. What inspectors may ask a provider
The pre-inspection analysis may include:
to what extent the provider’s leaders and managers evaluate
accurately the subcontracted provision
how diligently leaders and managers follow up where
improvements are required, and what the impact of any
improvements are
to what extent the provider’s leaders and managers support
their subcontractors to help them improve; what they do if they
don’t improve.
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 5
6. Inspecting subcontractors
We inspect:
providers who hold direct contracts with the Education and
Skills Funding Agency or levy payers
any provision carried out on behalf of the provider through
subcontract(s) or partnership arrangements, including by
subcontractors that hold additional direct contracts of their own
how well prime contractors manage the performance of
their subcontractors/partners
Ofsted reserves the right to inspect a subcontractor against the
common inspection framework and handbook.
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 6
7. Data
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 7
Cohort
14-15
AR Cohort
15-16
AR Cohort
16-17
AR
Boxed Training 6 50% 8 38% 24 17%
Clear Training UK 595 86% 598 75% 509 47%
Input Services 150 96% 184 90% 332 93%
Tidy Progress 157 58% 106 34% 309 19%
Roadside Training 166 73% 108 71% 112 74%
Anything Everywhere 10 0% 55 14% 88 0%
8. What inspectors may ask a provider
How good the quality of subcontracted teaching, learning and
assessment, including for English and mathematics is.
What the standard of learners’ work is.
If the current learners at the subcontractor are making good
progress. If not, what action is being taken.
If subcontractors’ managers and teachers monitor learners’
attendance and what they do if they are absent.
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 8
9. What inspectors may ask a provider
How effectively subcontractors’ leaders and managers make
sure that learners are safe, and to what extent they share
safeguarding concerns and incidents with the provider.
How effective the ‘service level agreement’ or ‘contract’ is at
holding subcontractors to account.
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 9
10. Inspecting subcontracted provision in further education and skills March 16 2018 Slide 10
Representative samples
When inspecting subcontracted provision, it is important that we acquire a
breadth of evidence and make clear and succinct judgements based on a
representative sample.
All aspects may not be covered, realistically, throughout the inspection
week. Inspectors and providers should consider using webinar, telephone
conference and other remote activities to extend the ‘reach’.
Inspectors and providers should ensure that the inspection covers all
provision types where there are subcontractors.
Providers and inspectors should ensure they access learner/apprentice
portfolios (work scrutiny) and progress records to triangulate judgements.
11. Inspecting subcontracted provision in further education and skills March 16 2018 Slide 11
Additional resource
The lead inspector will allocate at least one inspector who can focus
primarily on the quality of education and training provided by
subcontractors.
The inspection report should contain enough detail about the quality
and management of the subcontracted provision.
The lead inspector will refer to named subcontractors in the body of
the report to clarify their contribution to the strengths and
weaknesses of the main provider as necessary.
The lead inspector will provide a list of subcontractors on the provider
detail page (up to 20)
12. Inspecting subcontracted provision in further education and skills March 16 2018 Slide 12
The inspection report
A clear, evaluative statement on the effectiveness of the
management of any subcontracted provision must be included in
the report. (Leadership and management)
A clear, evaluative statement on the quality of any subcontracted
provision must be included in the report, naming providers and
giving examples where relevant. (Outcomes/PDBW and TLA)
In short inspection letters, include a clear, evaluative statement on
the management and quality of any subcontracted provision.
13. Ofsted on the web and on social media
Inspecting subcontracted provision in further education and skills March 16 2018 Slide 13
www.gov.uk/ofsted
https://reports.ofsted.gov.uk
www.linkedin.com/company/ofsted
www.youtube.com/ofstednews
www.slideshare.net/ofstednews
www.twitter.com/ofstednews