(ARTHUR)
Type of innovation: service delivery, awareness raising, communications and management
Company Name: Creative Partnerships
Function of Innovation: Development and deployment of a unique performance management system that measures the improvement in creative teaching and learning in partner schools, communicates the results to stakeholders and meets the requirements of central government to demonstrate measurable outcomes.
Who will benefit what has it achieved?: Summaries our work in a coherent and understandable way whilst reducing the overheads of reporting, which allows us to demonstrate compliance with school and local authority measures and manages stakeholder expectations
All stakeholders now understand our value offer quickly and easily, outcomes of our programme are presented in graphic format, learning points are unearthed and comparable reports can be produced within a few days of evaluation data being provided.
The Creative Partners (CP) board and staff, the central CP office, Head Teachers, Local Authority Officials, Creative partnerships business partners (practitioners) have all benefited from this innovation.
Development and support: It took 12 months to develop, approval gained at board meetings and from local authority stakeholders.
Plan and proposals were presented as a business case to CP board, approval was given and budget created for research and development. Consultancy advice and internal resources deployed to develop the framework and plan monitored along with CP programmes of work. Once data was made available testing took place followed by implementation
Following the success of the CP programme is likely to expand throughout the UK. There will be many areas where innovative systems will be needed to manage the scale and complexity of such a programme. CP is an innovative proposition - improving schools through use of creative partners to encourage creative thinking and engender enthusiasm and commitment among young people. It works. However we all need to learn where the best policies work, and where they do not. Much needs to be done to understand how we can maximise benefit and optimise resources. Southampton CP have been leading the development of a measurement system that explains CP work and have been recognised by CP central office as taking the lead in this area. It is expected that the approach will be adopted on a much wider scale in the future.
Collaboration: Ideas and suggestions were gathered from CP staff, Local Authority officials, framework outlines were tested against HM treasury standards. CP Kent, who developed the evaluation methodology, were involved in workshops, Central CP office involved in strategic workshops. CP wide workshops used to gather comments and suggestions.
Webite address: www.creative-partnerships.com
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