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| [Abstract] [Key Findings] [Recommendations] [Output] |
Partnership for Access to Accreditation for the Voluntary and Community Sector (PAAVS) is a learning framework developed specifically for the Voluntary and Community Sector (VCS). It is intended to support VCS organisations wishing to provide accredited, sector-specific learning for their staff, volunteers and service users.
NIACE was invited to evaluate PAAVS with the aim of identifying:
| the extent to which PAAVS has met its original objectives; |
| the benefits of the framework; |
| the journey travelled by the participating organisations; and |
| any other key points arising. |
The research had two phases:
| desk research covering all key local, regional and national documentation; and |
| interviews with representatives of eight participating delivery organisations, other local and regional stakeholders, and the Learning and Skills Manager at the National Workforce Development Hub. |
The main conclusions of the project are:
| As a conceptual model PAAVS has much to recommend it both to the VCS and to those having an interest in the development of the sector. |
| PAAVS makes a clear contribution to developing the capacity of the sector, increasing its ability to offer CPD and improving the quality of learning. |
| The PAAVS model can increase access to the delivery of accredited learning for all types and sizes of VCS organisations. It is regarded as particularly useful and cost effective for those organisations having neither the experience nor the capacity to seek Open College Network (OCN) centre approval directly. |
| There is clear evidence that engagement with PAAVS has contributed to organisational development and increased external credibility. |
| Networking and sharing good practice are an important element of PAAVS. |
| PAAVS could usefully be expanded to encompass a wider range of awarding bodies and also to offer a quality framework for non-accredited learning. |
| Energy must urgently be focused on developing a sustainable funding model if the lessons of the pilot project are not to be lost and if the model is to be usefully replicated elsewhere. |
PAAVS in Norfolk
| The pilot project has met most of its objectives and is likely to meet the remainder before it comes to an end. |
| Almost all organisations feel that their involvement with PAAVS has been a worthwhile experience and many are of the view that they could not have gained the same benefits without PAAVS. |
| The PAAVS pilot year has been a learning journey for all concerned and, should PAAVS continue, it could offer an effective and efficient service built on the experiences and contributions of all those involved in the project. |
| The local VCS learning and skills context has the potential to either hinder or support the future development of PAAVS or a similar framework in Norfolk. |
PAAVS beyond Norfolk
| The PAAVS model is potentially transferable to other parts of the country, providing the local VCS context is appropriate and local organisations are receptive to the idea. |
| Steps should be taken to promote and embed PAAVS within the Norfolk VCS context. |
| Consideration should be given to widening the scope of PAAVS in terms of the range of awarding bodies it works with and the products it offers. |
| Strategies should be developed and implemented in order to ensure a sustainable future for PAAVS. |
| Particular attention should be given to effective communications between PAAVS and delivery organisations and a clear understanding of respective roles, responsibilities and expectations. |
| Accreditation requirements should be revised in the light of experience on the pilot but should thereafter remain unchanged for an agreed period of time. |
| The current successes in networking and sharing good practice should be strengthened and extended. |
| Steps should be taken to raise awareness of PAAVS at regional and national level and to explore its potential for wider transferability. |
| Evaluation report |
Funder: Voluntary Sector Initiative for Professional Development
Duration: April – June 2006
Project Manager: Sue O’Gorman
Email: sue.ogorman@niace.org.uk
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