Introduction
NFER, with help from school leaders and partners, have developed eight key statements that we believe are important factors to becoming a research-engaged school. For each statement, simply mark what stage you believe your school is currently at. Use the examples in the table below the descriptions to help you make your evaluation.
This process is anonymous, however to help understand your perspective, please complete your role below.
Select your role:
Where reference is made to 'school' or 'schools' this can be applied to other educational organisations including colleges, early years settings and training providers. The term 'school' is used generically to apply to all these organisations for space-saving reasons.
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1. Leadership and vision
This item invites you to consider the commitment of senior leadership to engaging with research and in enquiry as a powerful approach to school improvement and professional development. It asks you to consider how commitment is reflected in action.
Here are some examples to help you make your evaluation
Research and enquiry as a basis for professional learning
The introduction of evidence-informed enquiry has yet to be introduced as an approach to CPD.
Research evidence is sometimes shared with staff by the senior team.
Evidence-informed enquiry is undertaken by small groups of staff as part of their individual or department development programme.
Research evidence is used by some groups to inform developments.
Evidence-informed enquiry is a feature of the CPD programme for most staff.
Research evidence is available to most staff to inform developments.
Evidence-informed enquiry is a significant element of the CPD programme and there is documented evidence of its impact on pupils and staff.
Research evidence is regularly used to inform developments.
In addition to the criteria described at the Established phase, the school takes opportunities to participate in research activities with other organisations.
Developing teachers as learners
Leaders are beginning to develop the staff as a community of learners. Opportunities for collaborative enquiry and open dialogue are yet to be established.
Leaders are developing the staff as a community of learners. There is some opportunity to work collaboratively on projects.
Leaders have developed all the staff as a community of learners. There are regular opportunities to engage in collaborative enquiry.
Leaders have a clear and sustained commitment to developing a community of learners. There is a climate that encourages open dialogue about practice and how it can be improved.
The school participates actively in local and/or national communities of practice.
Research and enquiry as a force for positive change
Engagement with research and in evidence-informed enquiry is infrequently used by leaders as an approach to change.
Engagement with research and in evidence-informed enquiry is beginning to be used by leaders as an approach to change.
Engagement with research and in evidence-informed enquiry is frequently used by leaders as a force for positive change. It is possible to see its growing influence on decision-making. For example, it is beginning to shape the School Improvement Plan.
Engagement with research and in evidence-informed enquiry is highly valued by leaders. It produces powerful insights to support positive change. Impact is evident in policies and practices.
Research and evidence-informed enquiry is used by the organisation to build leadership capacity, e.g. research into leadership is used to question belief and assumptions about how positive change happens.
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2. Learning and participation
This item invites you to consider the extent to which the whole school or college community has an opportunity to engage with research and in enquiry. It asks you to consider how well these opportunities contribute to developing reflective practitioners.
Here are some examples to help you make your evaluation
Climate for dialogue and innovation
Organisational culture can be risk-averse and opportunity for dialogue is sometimes constrained.
The climate for learning offers opportunity for reflective dialogue. Staff are beginning to access academic research to inform discussion about practice
The climate for learning is open. Most staff feel comfortable engaging in honest reflection and dialogue about their own practice and the implications for practice from academic research.
The climate for learning encourages innovation with open and honest dialogue that can, at times, challenge existing custom and beliefs. Academic research is actively critiqued and teachers are encouraged to expand their teaching approaches/methods, taking evidence-informed managed risks.
Participation in activities that extend beyond the school add value. The use of external projects and critical friends, for example, often act as a catalyst to stimulate innovative thinking, challenge some assumptions and enhance practice.
Involving students and the wider community
Students, and the wider school community, have few opportunities to influence school improvement.
Students, and the wider school community, have some opportunities to participate in school improvement initiatives.
Students, and the wider school community, have regular opportunities to contribute to school improvement initiatives. The school encourages student feedback.
Students are actively engaged in enquiry as important stakeholders in improving learning.
The wider school community has the opportunity to participate in activity and enquiry to enhance student outcomes.
Students are supported to act as researchers and investigate themes they identify as features of high-quality learning. Their findings are valued by the organisation.
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3. Managing resources
This item invites you to consider the availability and use of resources, including access to high-quality research materials and methods.
Here are some examples to help you make your evaluation
Roles and responsibilities
Formal roles and responsibilities have yet to be established.
A named person is identified to organise research and enquiry activities. They liaise with the senior leadership team.
There is a research lead linked closely to the development of the CPD programme. They identify links between the research evidence base and priorities for school development.
There is an effective research lead linked to the development of the CPD programme. Well-established methodologies underpin activity and the impact on learning outcomes is evaluated.
The research lead actively participates in local and national research networks (e.g. researchED) creating mutual benefit for external partners and the school.
Making time for research and enquiry
Little time has yet to be ring fenced for collaborative enquiry and reflective dialogue.
Time is made available for some staff to participate in collaborative enquiry and reflective dialogue.
Time is managed to allow some opportunity for most staff to participate in collaborative enquiry and reflective dialogue.
Time is scheduled throughout the year to allow adequate time for collaborative enquiry and reflective dialogue as part of ongoing CPD for all staff. Time is available for the research/CPD lead teacher to perform effectively.
The senior team schedule time annually to evaluate the impact of research and enquiry on practice. This evaluation informs the next cycle of the school development plan.
Access to research evidence and robust methodology
Many teachers are unclear about sources of reliable research evidence.
Teachers have access to sources of research evidence. The evidence is sometimes not available in an easily accessible format. Some teachers lack confidence in applying it to their own practice.
Many teachers have access to authoritative research evidence from a number of sources. It is often made available in a manageable and practical form. There is growing confidence in applying research evidence to their own practice.
All teachers have access to authoritative research evidence from a number of sources* in a manageable and practical form. They are confident in applying research to their own practice.
The school pro-actively monitors sources of authoritative research and the potential implications for school development. Reputable sources are used to shape action.
(* Sources such as EEF Toolkit, What Works Centres York, Durham, NFER make evidence available in accessible formats)
Support and expertise of critical friends
Access to external expertise (for example, a partnership with a local university or research organisation) is limited.
External expertise is sometimes available to support one-off projects.
External expertise is available to support projects.
External expertise is available to support projects when required. e.g. specialists are often used as critical friends offering expertise and challenge.
External expertise is available through ongoing and sustained relationships with research partners.
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4. Setting priorities and using research to inform action
This item invites you to consider the extent to which your priorities are based upon an analysis of needs. Consider how well developments are informed by research evidence.
Here are some examples to help you make your evaluation
Needs identification and setting priorities
Few tools are used to identify needs
(There may be, for example, an over-reliance on a single source of evidence such as a set of test results or a questionnaire with a small sample size)
More than one tools is used to build a picture of practice and identify needs.
A number of quantitative and qualitative tools, are used to build up a picture of practice in order to identify needs and set priorities.
A variety of tools are used to build a well-rounded picture of practice upon which to base action. Quantitative and qualitative evidence is triangulated and the perspectives of different stakeholders are taken into account.
(For example, work samples, pupil surveys, peer observations as well as pupil performance data)
In addition to displaying the features of the Established stage, the school's engagement with the wider education community will involve the use of tools that contribute to exploring national or system level needs and priorities (e.g. a national pilot).
The focus for professional learning
Professional learning is often driven by external agendas. (E.g. changes to Inspection regimes or new national assessments).
Professional learning priorities take account of both internal and external agendas.
Professional learning priorities are identified by the school and carefully balanced against external agendas.
Professional learning priorities are identified by the school based on a comprehensive analysis of current practice. School priorities are carefully balanced against external agendas.
The school is proactive in using its expertise in evidence-based learning to support others.
The influence of authoritative research
Authoritative research evidence is not yet used to shape action or identify areas for future developments.
Authoritative research evidence is beginning to be used to shape action or identify areas for future developments.
Authoritative research evidence is used to inform action and suggest areas for future activity.
Authoritative research evidence is frequently used to inform action, stimulate professional reflection and identify areas for future activity.
Authoritative research evidence is used to both affirm and, at times, to challenge and test practice.
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5. Using a rigorous methodology for enquiry
This item invites you to consider the rigour with which enquiries are undertaken.
Here are some examples to help you make your evaluation
Robust methodologies and quality assurance
Enquiries are undertaken but sometimes lack rigour as few of the quality indicators listed below are in place.
- Needs are identified,
- Baselines are captured,
- Research evidence is consulted,
- Time for activity, collaboration and dialogue is scheduled,
- Findings are analysed and interpreted,
- Learning is embedded into ongoing practice.
Enquiries are undertaken with a degree of rigour as some of the quality indicators are in place.
Enquiries are undertaken with increasing rigour as most of the quality indicators are in place for projects.
Enquiries are rigorous and all of the quality indicators are in place. The school has developed and uses a recognised methodology for enquiry and the methods are applied with thoroughness.
Quality assurance often comes from using well-designed tools and methods.
Projects are often quality assured by working with an external research partner or critical friend.
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6. The impact of evidence-informed enquiry
This item invites you to consider the how well evidence-informed enquiry impacts on the quality of teaching and learner outcomes.
Here are some examples to help you make your evaluation
Capturing starting points
Development projects and enquiries take place but do not always have well captured starting points.
Development projects and enquiries capture starting points against which impact can be evaluated.
Development projects and enquiries use a number of methods to capture starting points and baselines against which impact can be evaluated. (e.g. work samples, test scores, questionnaires, observation tools).
Development projects and enquiries routinely capture starting points and credible baselines against which impact can be evaluated. They use a variety of tools that will allow evidence to be triangulated and, where appropriate, make reference to external benchmarks.
Where possible, the school/organisation seeks to benchmark results against credible and appropriate external benchmarks. They may, for example, use national or international data sets (e.g. NFER pupil surveys, data on qualifications).
Impact on pupil outcomes
Evaluation can rely on anecdotal or impressionistic evidence (e.g. based on the views of a few colleagues or pupils).
Evaluation attempts to draw on a few sources in addition to the views of colleagues or pupils.
Evaluation benefits from the use of a number of qualitative and quantitative sources of data.
Evaluation benefits from the use of a variety of qualitative and quantitative sources of data. Staff are supported in choosing methods that are fit for purpose and, where appropriate, secure expert help with research design, analyses and interpretation of results.
See above. Also active participation in research communities sometimes leads to larger projects that may, for example, use methodologies such as randomised control trials to evaluate impact.
Impact on professional learning
Professional learning is beginning to be enhanced by engagement in enquiry.
Professional learning benefits from participating in enquiry. For example, there is an increase in the frequency of dialogue about pedagogy.
Professional learning is enhanced by participating in enquiry. The quality of dialogue about pedagogy is deepened by engagement with research.
Professional learning is significantly enhanced by enquiries undertaken honestly and with integrity. There is opportunity for reflection, especially when findings are unexpected or challenging. The school can identify a number of improvements in teaching and learning.
The school is recognised as a critical user of research evidence and enquiry as a vehicle for professional learning. It is open to sharing and supporting the learning of others.
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7. Embedding and sustaining enquiry
This item invites you to consider the extent to which the whole school is able to learn from its engagement with research and enquiry. In particular, you should consider how well it embeds and sustains successful outcomes into the ongoing life of the school/organisation.
Here are some examples to help you make your evaluation
Knowledge capture
Arrangements to capture and share knowledge from research and enquiry are not yet established.
The arrangements to capture and share knowledge from research and enquiry are under development. Individuals and groups make their findings available to others.
Arrangements to capture and share knowledge from research and enquiry are in place. Lessons learned from enquiry and research are made available to all teachers.
The arrangements to capture and share knowledge from research and enquiry are organised and efficient. Lessons learned from enquiry and research clearly supports the future development of individuals and the school.
Knowledge is shared across networks for the potential benefit of others and the wider educational system. (e.g. journals and educational press).
Embedding and sustaining successful outcomes
Opportunities to discuss the implications that arise from research and enquiry is yet to be systematically identified.
There are opportunities to discuss the learning that emerges from research and enquiry.
It is not always clear how the outcomes will be built into ongoing practice.
There are opportunities for staff to discuss and act upon learning that emerges from research and enquiry.
There are opportunities for staff to discuss and act upon learning that emerges from research and enquiry.
In schools where enquiry is well-established teachers are able to demonstrate the practical ways that new learning has been successfully built into the ongoing practice.
The school is generous in sharing its expertise with others and the wider system. Some staff, for example, offer workshops or act as coaches to others within and beyond the school. At the same time, the school exercises caution and is discriminating, e.git does not present unrepresentative research to others.
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8. Working collaboratively
This item invites you to consider how well the school/organisation participates in and benefits from collaborative learning, both within and beyond itself.
Here are some examples to help you make your evaluation
Support for collaborative learning
Practical approaches to support collaborative learning are yet to be established.
Practical approaches to support collaborative learning are being developed and piloted by some groups.
A range of practical approaches is available to all teachers to support collaborative learning.
A range of practical approaches is in place and they sustain high quality collaborative learning, e.g. lesson study, journal clubs, mentoring and cross-school collaboration.
Support for collaborative learning extends beyond the school/organisation and is mutually beneficial to all participants.
Links and networks
The school has yet to develop links with other organisations as a source of support, expertise and critical friendship.
(These might include regional networks of schools, universities, research organisations).
The school is beginning to explore links with other organisations as a source of support, expertise and critical friendship. At times, expertise and evaluation can be constrained to what is 'in-house'.
The school has some links with other organisations as a source of support, expertise and critical friendship. A degree of rigour is offered by the external challenge.
The school is outward looking and has ongoing and active links with other organisations and/or networks. These networks provide support and challenge and are a useful source of expertise and critical friendship.
The school is generous with its expertise and often makes a contribution to the development of other organisations and individuals.
Opportunities for accreditation
Opportunities to recognise individual and collective learning through formal accreditation or schemes are yet to be developed.
Opportunities for individuals to seek recognition through formal accreditation are being developed.
There are opportunities for individuals to seek recognition through formal accreditation.
There are opportunities to recognise individual and collective learning through formal accreditation (credits towards Masters Degrees) or schemes (such as The NFER Research Mark and Enquiring Teacher scheme). Encouragement and support is available to teachers wishing to participate.
The school/organisation has a track record in supporting staff to successfully participate in external projects and along accreditation pathways.
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Your Results
Here is your review of your school's current level of engagement with research and in enquiry. The chart gives a visual representation of where you are. You can also access a report for your school and suggested resources to help your school become more research-engaged.
Here is a report showing how you have reviewed your school's research-engagement and how this could be moved forward.
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