Ipsos | Formative Evaluation of Uni Connect Phase Three
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This was reported to be having a negative impact on the wider outreach sector , with some external delivery partners reliant on Uni Connect funding .
Schools and colleges were said by partnerships to have been generally accepting of the reduction in the targeted outreach element of the programme in the context of financial constraints across the public sector . However , there was concern by some partnerships that further reductions could result in some schools and colleges deeming it not worth the administrative burden associated with engagement .
Some partnerships were found to have been more proactive than others in taking difficult decisions to ensure they were able to meet the changing requirements of the programme , including the shift away from direct delivery of targeted outreach towards more strategic collaborative interventions . Those partnerships who had taken action early to address this , such as through restructuring teams , were generally in a better position to respond to the changes .
Partnerships considered targeted outreach to be critical to maintaining the reach of Uni Connect within schools and colleges and the foundation from which the other newer elements of the programme could be built . There was concern among some partnerships that the planned reduction and phasing out of targeted outreach would erode that foundation , making it difficult to engage schools and colleges in new strategic outreach and attainment raising initiatives .
Key Findings : Strategic Outreach Uni Connect partnerships are expected to develop strategic collaborative interventions with local partners to facilitate outreach delivery to cohorts of students who are underrepresented in higher education . Partnerships are expected to engage with local partners to co-design , develop and deliver strategic outreach interventions to address local need and gaps (' cold spots ') in existing provision , proactively seeking opportunities to co-fund this work .
There was wide variation between partnerships in how far they had progressed with the design , development and delivery of strategic outreach interventions . Those partnerships who had been proactive in planning and developing their strategic outreach provision in the previous academic year were delivering collaborative interventions that were generating match funding from local partners .
Uncertainty about future funding was resulting in some partnerships focusing on support for existing initiatives delivered by local partners , rather than developing ‘ new ’ interventions . Most partnerships were not hopeful about being able to secure match funding to deliver strategic outreach initiatives owing to budget constraints faced by partners , although this was often a perception and some partnerships had not been proactive in seeking out match funding opportunities .
It was widely recognised that the skills , knowledge and experience required to develop strategic outreach interventions were different to those required to deliver targeted outreach . A small number of partnerships had appointed a dedicated strategic outreach lead to support the development and delivery of their strategic outreach offer and this was found to be working well .
Key Findings : Attainment Raising During 2022-23 , partnerships were expected to develop evidence-based collaborative approaches to raising attainment at Key Stage 3 and into and through Key Stage 4 in local state secondary schools , drawing on the expertise and resources of local higher education providers .
22-025200-01 | Version 1 | Public | This work was carried out in accordance with the requirements of the international quality standard for Market Research , ISO 20252 , and with the Ipsos Terms and Conditions which can be found at https :// ipsos . uk / terms . © Office for Students 2023