From mergers to effective collaboration - Jisc Digifest 2016
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In the dawn of area reviews, FE colleges are facing a number of key changes – to make efficiencies, collaborate and share services. In this workshop, Keith Kilpatrick from Southern Regional College will give a pragmatic view of what to consider when merging college functions across partner campus’, the challenges the whole of Northern Ireland faced, what would be done differently and how Jisc services could be deployed to take the pain away from this complex process. Celine will share the vision of Northern Ireland to embed shared services across everything colleges do – from exams, to curriculum, and common repositories. She will also show how Jisc shared data centre is supporting this vision by enabling a cluster of colleges in Northern Ireland (Northern Ireland College Information Systems) to shared business admin functions such as HR, payroll, finance, student information systems.
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From mergers to effective collaboration - Jisc Digifest 2016
- 1. a history and vision for further education in Northern Ireland From mergers to effective collaboration 03 March 2016 Keith Kilpatrick & Celine McCartan
- 2. Quick Quiz… •6 FE colleges (was 16)How many FE colleges are there in Northern Ireland? •ManchesterWhat is NI’s equivalent size to a geographical area in the UK? •40How many FE campuses are there in total? •4000 full time staffHow many staff? •c140,000How many students? 03/03/2016
- 3. Introduction FE means business:The rational for merging colleges Lessons from Northern Ireland mergers Current situation and shared services The vision for more effective collaboration
- 5. • Raising the skills and qualification levels to meet the needs of employers and the wider economy • Ensuring that colleges provided an economically focused curriculum • Providing support to employers • Developing flexible approaches to learning • Ensuring quality in keeping with best international practice Objectives • Greater critical mass and collaboration rather than competition, leading to better use of investment • Economies of scale - greater coherence across the sector leading to more effective delivery of strategic agenda • Enhanced status of FE colleges - more influential colleges that are able to punch above their weight in their negotiations and dealings with employers and other key stakeholders, such as the universities Benefits Major new strategy "Further Education means Business" introduced in 2005
- 6. • Rationalisation from 16 to six colleges • Increased enrolments • Increased levels of learner achievement, which are now at 87% • Strong support to employers Achievements • Lack of continuing ease of geographical access • Potential loss of local identity • Turbulence • Loss of high quality staff during implementation. Risks Major new strategy "Further Education means Business" introduced in 2005
- 7. What happened? – 16 to 6
- 8. The merged colleges Belfast MetropolitanCollege (BMC) • Belfast Institute of Further and Higher Education • Castlereagh College of Further and Higher Education. NorthWest Regional College (NWRC) • North West Institute of Further and Higher Education • Limavady College of Further and Higher Education. Northern Regional College (NRC) • Causeway Institute of Further and Higher Education • North East Institute of Further and Higher Education • East Antrim Institute of Further and Higher Education. Southern Regional College (SRC) • Armagh College of Further and Higher Education • Newry and Kilkeel Institute of Further and Higher Education • Upper Bann Institute of Further and Higher Education. SouthWest College (SWC) • EastTyrone College of Further and Higher Education • Fermanagh College • Omagh College South Eastern Regional College (SERC) • East Down Institute of Further and Higher Education • Lisburn College of Further and Higher Education • North Down and Ards Institute of Further and Higher Education.
- 10. Step back… How did we get there?
- 11. Different models Big Bang » Take the pain » Merge all systems from day 1 What’s required: » Excessive pre planning required » Communication and trust required Federalised » Kick “can” down the road » Run separate for period of time » Merge systems in staged way » Allows more time to plan and build » Delays the pain
- 12. Merger Examples Northern Regional (NRC) 3 Institutes combined in 2007 54,000m2 of physical estate 3,200 courses delivered annually 25,000 enrolments annually 1,000 staff Southern Regional (SRC) 3 Institutes combined in 2007 66,000 m2 physical estate 2,900 courses 28,000 - 30K enrolments 1100 staff
- 13. Federated merger SouthWest College (SWC) 3 Institutes combined in 2007 45000 sq m estate 2400 courses 22,000 enrolments 900 staff
- 14. Reported pre-merger issues Communication and Culture Technology Funding
- 15. Communication • Effective communication strategy • To staff, students and other stakeholders • Develop branding for new colleges early on Culture • Each college comes into merger with own identity, history & values • Emotional fall out of the merger one of greatest challenges • Should there be a lead/focal college • Rural challenge • NI political issues Staff feelings of loss • Status • Role • Identity • Quality • Collaboration • Communication • Motivation • Certainty • Knowledge Planning & management structures • Decisions need management and budget holders • Pre-merger meetings Communication and culture
- 16. Authentication • Federate or new system Communication • Different telephone systems • Video conferencing Networking • Different approaches • Different Technologies Under investment • Lack of investment over years Technology
- 17. Investment required Will additional money be available? Will we loose our Janet connectivity Will funding shortfalls affect merger Funding
- 18. Lessons Learned – Communications & Culture Have management/budget holders in post
- 20. How current Jisc services could have helped • Initial meetings with management • Using self assessment tools for finance and technology Scoping & management Review • Independent subject expertise to help with technology section and strategy Independent advice • Shared datacentre/colocation services • Shared MIS solutions • eduroam • Video conferencing / vscene Technology services https://www.jisc.ac.uk/area-review-support
- 21. The vision for collaboration 03 March 2016 Celine McCartan
- 23. Further Education in NI – Further Milestones 2000 Training Centre Merger 2005 ‘FE means Business’ 2007 College Mergers 2012 NDPB Status 2016 ‘FE means Success’ 1997 Incorporation Collaboration…a theme throughout
- 24. Collaboration Programme UK public sector debt, March 1998 to August 2015 AUSTERITY ‘FE Means Success’ Other Strategies Departmental Re-organisation Voluntary Exit
- 25. Collaboration Programme Principles • Emphasis on collective strength, interdependence of Colleges and wide scope of provisionHolistic • Acceptance & acknowledgement of the responsibility for managing and delivering requirementsOwnership • Competent & skilled approaches to ensure quality and effectivenessProfessionalism • Producing measureable results with the best use of resourcesEfficiency • Innovating & contributing positively to the future of NISustainable Stronger Together Taking Responsibility Highly Skilled Doing things right Better Futures
- 26. Programme Development - Cross CuttingThemes Develop shared language to promote for collaboration and change in the sector. Use of technology to deliver flexibility, dynamic opportunities Promote common standardised approaches and simplified streamlined processes Positive leadership to influence engagement at all levels. Focus on outcomes and project momentum
- 27. Programme development - A College Business Model Resources- Workforce Customers - Students Product - Curriculum Market - Business & Industry Communications/ Governance Systems/ Technology
- 28. Collaboration Blueprint Collaboration Programme Curriculum YouthTraining & Apprenticeships Curriculum Pathways L1 - L6 College Specialisms Other Curriculum Strands Systems & Technology Replacement student management system Outsourcing/ ESS review FE PLC portal Numerous Other Enabling Technology strands Workforce Excellence Collaborative Training & Development Shared recruitment marketing/ administration Performance management systems development Other Workforce Strands Economic Development Up-skilling Workforces Collaborative Assured Skills programme Speculative Training Other Economic Development Strands Social Inclusion Strengthening Pathways – Reducing Barriers Level 1 provision Literacy, Numeracy, ICT Student representation Other social inclusion strands Communication & Leadership Promoting vocational education Internationalisation Leadership development Other Governance, Communications, Leadership Strands
- 29. Programme –v- Project Programme Project » Clearly defined output » Specified resourcing & budget » Focus on Business Case to provide justification » Established development path » Activities to plan, measure and assess benefits Overarching College driven Collaboration Programme with a number of supporting projects to mange and co-ordinate the sharing of best business processes and increased efficiency. » Aimed at Managing Change » Co-ordinates delivery of a range of work » Flexible – can accommodate new circumstances » Considers Opportunities & Risks » StrategicVision – Provides ‘Route-map’ » Focus on Outcomes & Benefits
- 30. Collaboration Programme - Governance Framework Senior responsible Officer Programme Manager FE Sector Mrs Celine McCartan Programme Steering Committee DEL & Principals Programme Manager DEL Programme Board Principals Group College Governing Bodies Curriculum & Qualifications Project Workforce Excellence Project Economic Development Project Social Inclusion Project Systems , Services & Technology Project Communication & leadership Project
- 31. Collaboration Projects - aligned to FE Strategy Promoting Success Curriculum Content & Delivery Economic Development Social Development Ensuring Quality Workforce Excellence Governance & Communications Enabling Support College partnerships for Systems Services & technology Funding & Sustainability
- 32. Collaboration Project Sponsors Curriculum Development Systems, technology & services Communications Workforce excellence Economic Development Social Inclusion
- 33. Activities to Date Programme DevelopmentWorkshop Project prioritisation & high level deliverables Engagement with key DEL officials Influencing FE strategy implementation plan Curriculum Project – Facilitation & PlanningWorkshop Market Engagement re acquisition of new College Information Systems DevelopingCommunications Plan & Project
- 34. Current Status Risk/Priorities – 1. Curriculum 2. Systems Systems Project gathering momentum Engagement with Colleges, sector working groups, other stakeholders Further Project development – PIDs: Plans Interdependencies between projects Collaboration - DEL and Colleges – joint activity College Commitment – Resourcing & change management Formally commit to year 1 deliverables Curriculum – Oct 2015 Systems & Tech – Nov 2015 Communication s & Governance – Dec 2015 Workforce Excellence – Mar 2016 Economic Development – Jun 2016 Social Inclusion – Jun 2016 IndicativeTimetable
- 35. Year 1 Deliverables Curriculum ‘Products’ - Structured & Delivered Feasibility of Shared Services & Business Process Review completed Colleges information System design, business case and procurement advanced Technology platform for shared resources established Centralised staff development/CDP materials facility Joint marketing - PTL recruitment activity Development & commence implementation of FE Communication Plan Economic Development/Social Inclusion Project development
- 36. Collaboration Newssheet »Communications Strategy »2 Months – 100+ people »Awareness raising »Change project »3 times per year »Supported by other communications
- 37. Curriculum Project YouthTraining Strategy:Apprenticeship Strategy Expectation of new distinctive professional & technical curriculum across a range of occupational sectors – Level 3 & Level 2 Very substantial DEL Curriculum Programme incl. Review of funding mechanism Enabling strands including quality assurance, branding & marketing, pastoral support, transitioning Review progression pathways and consider College specialisms Address literacy, numeracy and ICT issues in the NI, linked to wider qualification reviews Consideration of delivery in stimulating and engaging ways, with innovative and effective use of technology
- 38. Systems,Technology & Services Project A vision for ILT/MIS in NI Further education Colleges:- ‘the provision of information systems, learning technologies and supporting processes that facilitate delivery of high quality teaching and learning, meeting the needs of staff and students both now and in the future.’ NI FE College s ILT Memorandum of Agreement (2014)
- 39. Assessment of Position – January 2016 » NICIS – ‘Burning platform’ » Procurement position exhausted » Risk for DEL and Colleges Impact – High: Likelihood – Medium/High (increasing) » Current support arrangements – protracted » Excellent college specific developments » Extensive review and engagement » Changing landscape and climate » Lack of specific project resourcing » Multiple issues – platforms: systems: technology: sharing » Limited ‘real’ collaboration » Market Engagement to inform Business Case Initiated 27/11/2015 : Face to face - 6-7/1/2016
- 40. Key actions to progress 1. Platform for Collaborative working 2. Curriculum Standardisation 3. Roll-out of current enhancements 4. Output reporting clarification 5. Enterprise Shared Services feasibility review 6. Service business process review exercise 7. Business Case Development 8. Establish contracting vehicle for NICIS2 9. Procurement Strategy - System Specification ….leading to tendering 10. Virtual Learning Environment – best practise sharing
- 41. Working with Jisc » Independent expert advice » Shared business support systems pilot › Help with requirements gathering, system specification & system selection › Procurement › Help with project planning › project assurance (providing input to plans, specifications etc.) › implementation & integration support » Jisc Colocation service – Slough › Lack of high speed connectivity options in Belfast datacentre › More cost effective for resilience › Directly connected to Janet core network › Flexible contract length(due to changing nature of NICIS project); › Quick deployment options (would take 3+months to procure outside Jisc) › Flexible invoicing options – single invoice to shared service company (VAT sharing)
- 43. Review FE means business:The rational for merging colleges Lessons from Northern Ireland mergers Current situation and shared services The vision for more effective collaboration
- 44. Conclusions » Communication » Relentlessness » Plan » Business processes » Optimise resources » Data driven decision-making » Core business focus – students » Upgrade the student experience » Keep it simple » Be brave! Merger Collaboration change
- 45. Questions? Keith Kilpatrick Assistant director, information systems and ILT Development Southern Regional College kilpatrickk@src.ac.uk Celine McCartan Collaboration Manager Department of Employment and Learning NI c.mccartan@swc.ac.uk
Editor's Notes
- FE means business: We’ll look at: The rational – why did the mergers happen in NI Was there likely to be risk? NI politics What could have been done better? What technologies and Jisc services could have helped the transition?
- Prior to a change in 2007, the Northern Ireland (NI) college network varied considerably in size, and college size was deemed to have a bearing on the ability of individual colleges to deliver against the Department’s strategic aims and objectives. An economic appraisal was carried out in response to the Review ‘FE Means Business’. The report recommended moving away from the sixteen colleges to six (regional) colleges (from 13,000 to 30,000 enrolments), based on their economic appraisal of monetary costs, and the evaluation of weighted criteria. The report identifies the following key benefits of having a smaller number of larger colleges: greater critical mass and collaboration rather than competition, leading to better use of investment critical mass should result in benefits from economies of scale greater coherence across the sector leading to more effective delivery of strategic agenda enhanced status of FE colleges <<<more influential colleges that were able to punch above their weight in their negotiations and dealings with employers and other key stakeholders, such as the universities>>> The following risks were also identified lack of continuing ease of geographical access potential loss of local identity turbulence loss of high quality staff during implementation. No evidence was cited that larger colleges are necessarily more effective.
- Prior to a change in 2007, the Northern Ireland (NI) college network varied considerably in size, and college size was deemed to have a bearing on the ability of individual colleges to deliver against the Department’s strategic aims and objectives. An economic appraisal was carried out in response to the Review ‘FE Means Business’. The report recommended moving away from the sixteen colleges to six (regional) colleges (from 13,000 to 30,000 enrolments), based on their economic appraisal of monetary costs, and the evaluation of weighted criteria. The report identifies the following key benefits of having a smaller number of larger colleges: greater critical mass and collaboration rather than competition, leading to better use of investment critical mass should result in benefits from economies of scale greater coherence across the sector leading to more effective delivery of strategic agenda enhanced status of FE colleges <<<more influential colleges that were able to punch above their weight in their negotiations and dealings with employers and other key stakeholders, such as the universities>>> The following risks were also identified lack of continuing ease of geographical access potential loss of local identity turbulence loss of high quality staff during implementation. No evidence was cited that larger colleges are necessarily more effective.
- Interesting points: The share of enrolments – all fairly equal in size FE v HE provision stats
- Make a quip about a DeLorean and NI links.. The lego might hold together better etc… Image creative commons.
- Technology: Different systems for authentication Communication – telephone, email Network connections, technologies and designs different ways of approaching technical solutions People:
- Communications Having an effective communications strategy throughout all staff levels is absolutely vital to ensuring a successful merger. Clear and consistent communication with everyone, including staff, learners, governors and other stakeholders; colleges should seek to achieve a balance between the need to communicate and having a dialogue with staff about the merger, and the need for people to get on with their jobs with as little disruption as possible; FROM CONLON: The Importance of Culture A common issue for all colleges was the challenge of legacy- the pre-existing cultural morals of the previous colleges. Each organisation comes into the merger with its own identity, history, culture and values. Merging these, at times disparate cultures, can be one of the greatest challenges for a new college. The cultural context has the power to change how communication is received and understood. All the FE colleges identified that dealing with the emotional fall out of the merger was possibly the greatest challenge they faced. There are a number of areas that staff members identified feelings of loss in: Status Role Identity Quality Collaboration Time Communication Motivation Certainty, and Knowledge. Communicating positively during a time when many are feeling a loss is a real challenge during a merger situation
- Technology: Different systems for authentication Communication – telephone, email Network connections, technologies and designs different ways of approaching technical solutions
- Lessons learned (if we had the DeLorean + Flux Capacitor) Spend more time critically evaluating your technology and its curriculum benefits before merger Ideally engage with an independent group (eg JISC) to carry out health check and ‘chair’ meetings Look to the cloud – it’s NOT a threat, it’s just a computer somewhere! IP re-addressing and how that will be designed. This is the most critical and fundamental issue that ICT/Network mangers have to address What are your key aps and services and how will you provide those? What will your users desktop be and what apps will be needed Software versions and perhaps compatibility issues Printing services Phone system integration or perhaps use of Jabber or MS Skype for Business.
- These cross cutting themes are essential to effective project delivery and are important items for programme achievement – which will be considered on an on-going basis. In the context of the project, they are reference points for all policy decision, resource allocation and planning decisions hich are being considered. Discuss specifics of slide
- In developing the projects within the programme – we look at the at the key elements that comprise a typical College operating model. At the heart of the model is the Curriculum – the product that we offer – which requires special attention to develop Key contributors to that are people – the workforce within the College which needs to be developed and supported appropriately. Students are our customers – feedback and potentially input to curriculum design should be increased Our outputs are influenced by Business & industry – this is a critical link – between FE and the economy that it supports. Underpinning and supporting this front line work are the Governance approaches and the Systems (incl NICI2) that measure performance and seek to add value to the model.
- Governance model has been developed to incorporate 6 projects = reflecting the business model and the priorities of the draft FE Strategy.
- FE constantly effective in e-inventing and meeting challenges of change. Over the last two decade the further education sector has undertaken significant change and reform. We are ready, open and committed to the next phase of change which sees us working together in collaboration. AT every occasion – the Colleges have responded positively and worked through that processes of change to produce solutions.
- FE constantly effective in e-inventing and meeting challenges of change. Over the last two decade the further education sector has undertaken significant change and reform. We are ready, open and committed to the next phase of change which sees us working together in collaboration. AT every occasion – the Colleges have responded positively and worked through that processes of change to produce solutions.
- Co Location - service
- it’s all a game???
- The NI region offers an interesting Case study - and of the evolution and change that is prevalent in Further Education. All UK regions have undergone mergers and the Area based Review process here in England will bring further change for many institutions. ……… Relevance of strategy…. Efficiency – effectiveness – hearts & minds argument….