Lsis Regional Response Fund Final Project Report
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LSIS REGIONAL RESPONSE FUND FINAL PROJECT REPORT The purpose of the Regional Response Fund is to provide activities that allow providers to deal collectively with the operational, funding and planning implications of the changes to funding mechanisms and allocations 1. Project Title - Y&H Colleges Collaborating in New Economic Context 2. Lead organisation – AoC Yorkshire and the Humber 3. List the partners involved in the project – see Appendix 1 4. Overview of the project This project allowed AoC Y&H to instigate a series of small scale initiatives which have been identified by the various AoC regional networks to address the challenges of improving quality, responding to the challenges of new government policy and funding climate. The aims of the project are shown below. 5. What were the planned and actual outcomes and associated impacts? This project takes forward six of the strands suggested by AoC Y&H college networks themselves in Spring 2011. It was recognised at the outset that the project needed to be dynamic and required significant flexibility to meet the changing needs of colleges. The aims of the project were threefold: 1. To deliver six separate strands of service development through existing AoC Y&H networks. 2. To improve the ways in which colleges collaborate and share expertise in terms of common processes, funding and payment systems. 3. To bring about tangible improvements in efficiency and effectiveness in the operation of colleges. Planned and Actual Outcomes and Impacts • IMPACT - The project was ambitious, over 370 college managers from 38 colleges participated on 26 different network meetings. The meetings all included exchanges of best practice, updates on policy matters, discussions on cost effectiveness and received inputs from external key note speakers. • REACTION – (What has changed as a result?) The six developmental strands (shown below in the table) have reviewed operational practice and made changes which have effectively improved operational practice within each of the strands. • LEARNING – what has been learned from taking part in this project? College managers i.e. , Principals, Vice Principals, Curriculum Managers, Finance and HR Directors, Clerks and Governors, Press and Marketing Managers have all benefitted from the development work undertaken in each strand as it relates to day to day working and management. There has also been transfer of learning between institutions and across management boundaries. All concerned have realised through the learning process that it is extremely time consuming to work collaboratively between colleges and the time, resource and decision making capacity that needs to be developed to achieve successful outcomes. This has been a major learning development of the project. • EVIDENCE – indicate any measureable impact • Six developmental strands addressed • 380 senior college managers attending, contributing and benefitting • 38 colleges engaged • 13 different college subject specialist networks enhanced and sustained, meeting three times a year • Spin out activities and events • Governor Induction in Y&H – scheduled for 18 th January 2012 • Pilot Management Assessment Centres – scheduled for February 2012 • Press and Marketing ‘Shared Services Sub-Group’ on-going meetings scheduled • NB – A Teaching and Learning and Curriculum Innovation initiative has been identified by the Steering Group as the top priority for any subsequent projects, opportunity or funding. • Results –These will be dependent on the aims and objectives of the individual projects, but can include unforeseen results and impacts as well as tangible results. For example only and by no means comprehensive. • IMPROVED MORALE – Our networks have become vital to morale in colleges. On the national AoC survey, regional networks are the second ‘Most Important’ AoC service after AoC Weekly Briefings (Ref: AoC Membership Survey 2011 , Q4). In their design and tone, the networks are upbeat, positive and progressive, this is highly valued by practitioners, particularly in the difficult current economic climate • IMPROVED COMMUNICATIONS - Accompanying the project was a review of CRM and the creation of a comprehensive contacts list comprising a key contact in each of the thirty eight colleges for each of the six strands. Invitation, follow up and briefing emails are sent to each member of the network groups regularly. • GREATER UNDERSTANDING – See Question 9 - Further Issues • INCREASED CPD - In total, over the six month period and 26 network meetings, over 380 college staff received 6 hours CPD training. Furthermore, attendance at networks grew over the period and more staff, from more colleges See Appendix 2 – Network Meetings. 6. How was the initial issue for development identified? What was the intended benefit to the sector? eg l earners and employers, organisational development/management practices, practitioners, quality assurance/development In Autumn 2010 each of the 13 AoC Y&H networks identified initiatives that might be taken in response to government changes. These actions were delivered by well established networks of college managers (See Appendix 1, AoC College Member in Y&H). This project took forward six of the strands identified including: governor induction, student finance, shared staff development, models to increase fee income, HR / occupational health and professional updating for finance staff. The intended benefit for the sector was a series of small scale initiatives lead by networks which allowed colleges to save money, share expertise, be more effective and acquire higher quality services. 7. What were the key activities? Key activities related to network meetings, seminars and presentations in six strands as follows: Strand Original Initiative / Objective Clerks / Governor Network Governor Induction Sessions To develop low cost, sustainable and local Governor Induction Sessions in partnership with Clerks and Governing Bodies Activities Progress was initially slower than anticipated on this strand and further momentum has been put in place to take this to a launch stage. The context for Governors and governance changed considerably during the project period with legislative changes and a new Foundation Code. Consultation and discussion on the development of Governor Induction took place at the Clerks Network on 21 st June 2011 at Thomas Rotherham College and on 3 rd November 2011 at Sheffield College. A pilot governor induction session is scheduled for 18 th January 2012 at Calderdale College. On-going action: A meeting between Chairs of Y&H Clerks Network, Nils Elgar and Ron Hill and John Short Y&H Governor Council representative is scheduled on 12 th December 2011. HR Directors Forum Shared Services in HR – Occupational Health To review and design an occupational health model that meets college needs, lowers cost and offers a higher quality service. Amended to: Addressing the challenges of Senior Leadership recruitment in June 2011. Activities At the HR Directors Network meeting on 10 th June 2011 at Wakefield College, the HR directors adjusted their priorities. At the meeting a presentation, provided by Jo Johnson, Director of Executive Recruitment, AoC Create highlighted trends in SMT recruitment, potential labour market shortages at Principal level and trends in the Principal recruitment and training process. In summary, various events combine to create a shortage of Principals in the next few years. Further, that trends in recruitment suggest senior managers approaching ‘principalship’ do not always have the combination of expertise required. Following discussion, HR Directors agreed to adopt addressing the issues in the presentation as their strand of activity. A series of meetings between AoC Y&H, AoC, the Chair of the HR Forum and individual HR Directors have taken place culminating in a draft proposal for a ‘region wide’ management development programme which incorporates competency frameworks, assessment, management training and an SMT (aspiring leaders) networks. Previously such programmes have been fragmented and only available on a single college basis. The HR network meeting on 27 th October 2011 received formal proposals from AoC Create outlining what and how a programme may be established with pilots scheduled in Y&H in December 2011. NB Elements of this strand are commercially sensitive and in development. On-going action: To sustain the network and review the pilot assessment centres. Business Development Managers Growing Fee Income To identify, examine and adopt best practice in relation to sustainable growth in adult fee income. Activities This strand was merged with the Press and Marketing strand below as the more appropriate group to take the issues forward via the Press and Ma rketing Managers Network. Marketing / IAG Networks New Arrangements for Student Support To identify cost savings and efficiencies in colleges collaborating on education, information and profile raising activities. To devise a pan Y&H education campaign to highlight new student finance arrangements and promote participation. Activities The Y&H Press and Marketing network have made considerable progress on initiatives to share expertise, collective procurement purchasing and other activities. AoC organised two Press & Marketing Officers (PMOs) Network in the period, 6 th May 2011 at Doncaster and 14 th October 2011 at York. Over 30 PMOS attended and contributed to those meetings. AoC organised and co-ordinated the work of a PMOs sub-group to take forward collaboration and