a history and vision for further education in Northern IrelandFrom mergers to effective collaboration

03 March 2016Keith

Kilpatrick&

Celine McCartan

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? 

•c140,000  How many students? 02/05/2023

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

Objectives• 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

Benefits• 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

Major new strategy "Further Education means Business" introduced in 2005

Achievements

• Rationalisation from 16 to six colleges• Increased enrolments• Increased levels of learner achievement, which are now at 87%• Strong support to employers

Risks

• Lack of continuing ease of geographical access• Potential loss of local identity• Turbulence• Loss of high quality staff during implementation.

Major new strategy "Further Education means Business" introduced in 2005

What happened? – 16 to 6

The merged collegesBelfast Metropolitan College (BMC)• Belfast Institute of Further and

Higher Education• Castlereagh College of Further

and Higher Education.

North West 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.

South West College (SWC)• East Tyrone 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.

How they work

Step back…How did we get there?

Different models

Big Bang» Take the pain» Merge all systems from

day 1What’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

Merger Examples

Northern Regional (NRC)3 Institutes combined in 200754,000m2 of physical estate3,200 courses delivered annually25,000 enrolments annually

1,000 staff

Southern Regional (SRC)3 Institutes combined in 200766,000 m2 physical estate

2,900 courses

28,000 - 30K enrolments

1100 staff

Federated merger

South West College (SWC)3 Institutes combined in 200745000 sq m estate

2400 courses

22,000 enrolments

900 staff

Reported pre-merger issues

Communication and Culture

Technology

Funding

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

Authentication• Federate or new system

Communication• Different telephone systems• Video conferencing

Networking• Different approaches• Different TechnologiesUnder investment

• Lack of investment over years

Technology

Investment requiredWill additional money be available?

Will we loose our Janet connectivity Will funding shortfalls affect merger

Funding

Lessons Learned – Communications & Culture

Worry less – there’s

plenty of work to go

around

Spend more time planning in cooperation with partners

Build trust before technology

You can’t over communicateHave one college take the lead Don’t have one college

take the lead

Have management/budget

holders in post

Lessons Learned – Technology

Make sure IP re-

addressing is designed

and implemented early

Spend more time Critically evaluating technology

Engage with independent group for

advice like Jisc

Look to the

cloud. Its not a

threat

Standardise curriculum apps early to avoid stress and conflict with teaching staff

Software compatibility issues need to testing

How current Jisc services could have helped

• Initial meetings with management

• Using self assessment tools for finance and technologyScoping &

management Review

• Independent subject expertise to help with technology section and strategyIndependent

advice• Shared datacentre/colocation

services• Shared MIS solutions• eduroam• Video conferencing / vsceneTechnology services

https://www.jisc.ac.uk/area-review-support

The vision for collaboration03 March

2016

Celine McCartan

Further Education in NI – Further Milestones

2000Training Centre Merger

2005‘FE means

Business’

2007College Mergers

2012NDPB Status

2016 ‘FE means Success’

1997 Incorporation

Collaboration…a theme throughout

Collaboration Programme

UK public sector debt, March 1998 to August 2015

AUSTERITY

‘FE Means Success’

Other Strategies

Departmental Re-organisation

Voluntary Exit

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 effectiveness

Professionalism

• Producing measureable results with the best use of resourcesEfficiency• Innovating & contributing positively to the future of NISustainable

Stronger Together

Taking Responsibilit

y

Highly Skilled

Doing things right

Better Futures

Programme Development - Cross Cutting Themes

Develop shared language to promote for collaboration and change in the sector. 

Use of technology to deliver flexibility, dynamic opportunitiesPromote common standardised approaches and simplified streamlined processes Positive leadership to influence engagement at all levels.

Focus on outcomes and project momentum

Programme development - A College Business Model

Resources-

Workforce

Customers -

Students

Product -

Curriculum

Market - Business

& Industry

Communications/Governance

Systems/ Technolog

y

Collaboration BlueprintCollaboration Programme

CurriculumYouth

Training &

ApprenticeshipsCurricul

um Pathway

s L1 - L6College Speciali

sms

Other Curricul

um Strands

Systems &

Technology

Replacement

student manage

ment systemOutsourcing/ESS

review

FE PLC portalNumero

us Other

Enabling

Technology

strands

Workforce

Excellence

Collaborative

Training &

Development

Shared recruitm

ent marketin

g/administ

rationPerforma

nce manage

ment systems develop

mentOther Workforc

e Strands

Economic

Development

Up-skilling Workfor

cesCollaborative

Assured Skills

programme

Speculative

TrainingOther

Economic

Development

Strands

Social Inclusion

Strengthening

Pathways –

Reducing

BarriersLevel 1 provisio

n

Literacy,

Numeracy, ICT

Student representationOther social

inclusion

strands

Communication & Leadersh

ipPromoti

ng vocatio

nal educati

onInternationalisat

ion

Leadership

developmentOther

Governance,

Communication

s, Leaders

hip Strands

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» Strategic Vision – Provides ‘Route-

map’» Focus on Outcomes & Benefits

Collaboration Programme - Governance Framework

Senior responsible Officer

Programme ManagerFE SectorMrs Celine McCartan

Programme Steering

CommitteeDEL & Principals

Programme Manager

DEL

Programme BoardPrincipals Group

College Governing Bodies

Curriculum &

Qualifications Project

Workforce Excellence

Project 

Economic Development Project

Social Inclusion Project

Systems , Services & Technology

Project

Communication &

leadership Project

Collaboration Projects - aligned to FE Strategy

Promoting Success

Curriculum Content & Delivery

Ensuring Quality

Workforce Excellence

Enabling SupportCollege partnerships for Systems

Services & technology

Collaboration Project Sponsors

Curriculum DevelopmentSystems, technology &

servicesCommunications

Workforce excellence

Economic Development

Social Inclusion

Activities to Date

Programme Development Workshop

Project prioritisation & high level deliverables

Engagement with key DEL officials

Influencing FE strategy implementation plan

Curriculum Project – Facilitation & Planning Workshop

Market Engagement re acquisition of new College Information Systems

Developing Communications Plan & Project

Current StatusRisk/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 deliverablesCurriculum – Oct 2015

Systems &

Tech – Nov

2015

Com

munications & Governance

– Dec

2015

Workforce

Excellence – Mar

2016

Economic Development –

Jun 2016

Social Inclusion –

Jun 2016

Indicative Timetable

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

Collaboration Newssheet

»Communications Strategy

»2 Months – 100+ people

»Awareness raising»Change project»3 times per year»Supported by other

communications

Curriculum ProjectYouth Training Strategy: Apprenticeship StrategyExpectation 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

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)

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

Key actions to progress1. Platform for Collaborative working 2. Curriculum Standardisation 3. Roll-out of current enhancements4. Output reporting clarification5. Enterprise Shared Services feasibility review 6. Service business process review exercise7. Business Case Development8. Establish contracting vehicle for NICIS29. Procurement Strategy - System Specification

….leading to tendering10.Virtual Learning Environment – best practise sharing

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)

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

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

Questions?

Keith KilpatrickAssistant director, information systems and ILT DevelopmentSouthern Regional Collegekilpatrickk@src.ac.uk

Celine McCartanCollaboration ManagerDepartment of Employment and Learning NIc.mccartan@swc.ac.uk