Management Restructuring

1
Management Restructuring

• During June and July 2008 the college
  restructured its
• management. This included an independent review
  of
• management taking into account the views of all
  senior
• and middle managers. As a result a revised
  senior
• management team, wider college management team
• and faculty management structures were agreed to
  be
• effective from 1 August 2008. As part of this
• restructuring a new structure for Business
• Development and a new post of Head of Business
• Development was also agreed. Following an
  intense
• appointments and designation process we now have
  in
• place a full management team albeit some members
  have only
• joined us in September, with one colleague due to
  take up post on
• 1 October 2008.

2
City College Management Structure
Clerk to Corporation Debbie Cole
These are initially 9 month project posts to
be reviewed after inspection. The roles are to
support the embedding of quality,
assessment/verification, teacher development and
tutorial processes into the faculties and the
responsibilities of delivery and development
Senior Management Team
Quality Manager - Karen Tucker
Head of Business Development Mick
Barr Marketing Manager Kuljit Bolina 14-19
Manager Liz Hough
Finance Manager - Diane Cleaver
HR Manager Helen OByrne Health Safety
Manager Gerry Begley
Head of MIS Head of IT Simon Tonks
Head of Campus Management Silbert McQueen
Head of Faculty Academic Business Louise
Rowley Head of Faculty Supported Learning Ian
Campbell Head of Faculty Service Industries
Trish Blackham Head of Faculty Technologies
John Devine Head of Faculty Preparation for Life
Work Santokh Uppal
Head of Student Services Julie Allder
College Management Team
Code Interim post New appointment Promoted
appointment Existing staff
Cross College Managers Additional Support Manager
(Disability) Alasdair Innes Skills for Life
Cross College Manager Lorraine Romney HE
Manager Mike Wilson Tutorial Manager Vacant
Mgmt v2 June 08
3
Curriculum Delivery

Code Interim post New appointment Promoted
appointment Existing staff
COMs Curriculum Operational Manager ACOMs
Assistant Curriculum Operational Manager
Curriculum Delivery v3 July 08
Line management to be determined
4
Curriculum Development
Code Interim post New appointment Promoted
appointment Existing staff
Curric Development v1 June 08
5
Voluntary Severance

• In July 2008 staff were invited to apply for
  voluntary severance in order to help bring about
  the changes in improving quality, addressing
  minimum levels of performance, make changes to
  our curriculum offer and working practices, and
  support the financial recovery plan.
• As a result of voluntary severance, 109 members
  of staff will have left the college by the end of
  October 2008. The overall cost of releasing
  staff through voluntary severance is just over
  1,878.625.22 This cost includes any local
  government pension scheme strain costs and costs
  of arranging a number of compromise agreements.
• The total annual salary savings of releasing the
  109 staff is 2,793,791.04 (with on-costs of 21
  3,380,487.16).

6
Criteria for RAG Judgement

• Red indicates that
• the provider is unlikely to meet the conditions
  of the Notice within the given timescales and/or
• the provider is not making sufficient progress
  against the agreed milestones of the improvement
  action plan and/or
• that the provider is not meeting the milestones
  of the action plan
• Amber indicates that
• the provider may meet the conditions of the
  Notice, but some of the activity or progress may
  need to be beyond the timescales of the Notice
  and/or
• the provider will not meet all of the conditions
  of the Notice within the given timescales and/or
• That the provider is meeting some but not all of
  the milestones of the improvement action plan

7

• Green indicates that
• the provider will meet the conditions of the
  Notice within the given timescales and/or
• the provider is making satisfactory, or better
  progress against, most, or all, of milestones of
  the improvement action plan and/or
• the provider is making satisfactory, or better,
  progress against most, or all of the milestones
  of the improvement action plan.

8
QIA RAG Report

• Review of curriculum offer focussing on
  viability of current offer breadth of offer and
  levels. With recommendation for update
  particularly in Skills for Life/ESOL provision,
  Electrical and ICT.

9
Skills for Life/ESOL 20 days allocated, 14.75
used to date

• Good progress has been made in this area.
• Entry and Initial Assessment
• Robust Entry procedure documented for new
  learners and returning learners has 5 or 6
  stages
• Presentation produced to ensure all learners at
  all centres are treated the same during the Entry
  process.
• New initial Assessment trialled on 300 plus
  learners
• Feedback from new Head of Learning on his first
  day, was that it appeared to be working very
  smoothly as learners moved through the 5 stages
• All tutors to be involved in evaluation of the
  process by mid September.

10

• ILPs
• New ILP agreed by summer break.
• 60 staff introduced to it during September CPD
  RECORDING YOUR LEARNERS PROGRESS and ACHIEVEMENT
  on their SKILLS FOR LIFE ILP Feedback 79
  good and excellent.
• Additional issues and questions raised by tutors
  were discussed with CMs and then feedback to
  tutors in written form.
• Minor amendments made to ILP following training
• Barbara produced a Tutors Guide to using the new
  ILP with examples of targets
• All tutors have now received Guide and ILP ready
  for use.

11

• ILPs (cont)
• Exemplar ILPs for each level to be drawn up by
  team.
• All new documentation shared with new Head of
  Learning, for his approval, when he started on
  September 4th. All approved. All documents are
  now ready for start of term.

12

• ESOL
• Personal tutors to give advice and guidance on
  ESOL options
• CG to be piloted in Jan 09 Chief Examiner
  meeting tba
• Schemes of work completed by July/August
• ESOL publicity leaflet revised by 11 July
• Dissemination plans completed by 11 July

13

• Neena Julka visiting early September. Barbara
• Durrants visits to resume in October as the team
  and
• the new Head of Learning need time to implement
• and consolidate all the new systems for recording
  
• learner progress.
• Judgement on progress - Amber

14
ICT 4 days allocated, 2 used to date

• The two remaining days are to be arranged
  shortly.
• The adviser has contacted the manager in this
  area to
• arrange visits to review advised improvements in
  the
• self-assessment process, course management and
• learner tracking and is awaiting a reply.
• Judgement on progress - Amber

15
Electrical 10 days allocated. 5 days used

• Good progress made Judgement on progress -
  Amber
• A six week programme has been developed for
• Electrical Programme Induction with programme
  aims to
• Develop learners with weak personal and learning
  skills to become confident proactive learners,
  who attend regularly and on time
• Ensure that learners achieve working knowledge
  and understanding of the college ethos and
  operation including satisfactory behaviour
• Introduce learners to role and work of a
  practicing electrician
• Identify learner aptitudes and commitment, and if
  they are identified as not being suitable for
  this programme then they are signposted to
  another programme.

16

• 2. Basic literacy and numeracy embedding
• Training to enable students to develop literacy
  and
• Numeracy skills in all their classes.
• 20 days allocated 12.25 days used so far.
• Judgement on progress - Amber

17
3. Key Skills Development Programme

• Good Progress made
• Follow up to the Embedded training
• Initial and follow up visits have been made to
  Motor Vehicle Early Years IT Hair and Beauty.
  Advisers have been working with SfL co-ordinator
  or tutor for the area and a vocational CMs, ACMs
  or tutors to identify the to identify the best
  embedded model for their areas. Models include
  varied proportions of team teaching the
  development of embedded lessons plans and
  resources to assist the vocational tutors to
  support LLN the development of awareness raising
  presentation for learners most areas are
  piloting embedded in units of their chosen
  qualification and have produced sample embedded
  lessons plans.

18

• Initial visit has been made to Electrical
  Installations. Unfortunately the visit to
  fashion was cancelled. Business being visited on
  19 September.
• SfL Strategy
• Strategy now being finalised with new Head of
  Learning.
• Two issues have arisen which will need to be
  raised with managers. How will learner progress
  in vocational area and SfL progress be recorded
  on cross college ILP? How is individual SfL
  progress recorded during discrete sessions?
• Judgement on Progress - Amber

19
4. Focus to improve the tutorial provision

• The College has made alternative arrangements
• to support this area and the remaining QIA
• days have been re-allocated to other aspects of
• support for the college.

20
5. College e-learning Strategy

• 3 days allocated. Completed.
• Successful outcomes
• Lesson plan format to include e-learning item
• ILT awards reviewed for IfL CPD
• ILT induction assessment options for teaching
  staff reviewed
• E-learning strategy developed in line with Becta
  Harnessing Technology FE strategy May 2008
• CPD plan for ILT initiated

21

• Key Impact Measures
• Adding ILT CPD plan for APs
• E-learning strategy developed towards targeted
  and time outcomes
• Improved awareness of Ofsted ILT inspection
  issues.
• Further support recommended
• Continuing cycle of ILT (e-learning) training for
  teaching staff
• Monitoring and implementation of e-learning
  strategy
• Judgement on Progress - Amber

22
6. MIS Support

• MIS support to develop management information
• reporting capactiy of managers to use data as a
• management tool.
• Establish systems for the effective use of value
  added
• data and distance travelled to support target
  setting for
• students.
• 10 days allocated. 3 days used.
• The area is now progressing well.
• Two days dring July concentrated on an extensive
  examination of
• management information, particularly in relation
  to the
• development of key performance indicator data.
• Judgement on Progress - Amber

23

• 7. Support for senior managers in developing the
  Post Inspection Action Plan.
• 2 days allocated. 1 used
• Initial support given but PIAP has undergone
• significant review. Good progress has been made
• against a background of changing environment
• associated with the new Notices to Improve.
• Judgement on Progress - Amber

24

• Support to develop governors understanding of MI
  and use of data as a management tool.
• Setting of challenging targets
• Embedding improvement
• 5 days allocated. 4 used
• The Advisor has carried out three days of support
• including an input at the Governors Residential.
• Good progress has been made and a further
• sessions is planned with senior managers on 18
• September on Presenting Information to Governors.
  In order
• to progress the governors work in this area the
  Principal,
• Senior Managers and Clerk to agree with Chair and
  other
• members the process for monitoring KPI progress.
• Judgement on Progress - Amber

25

• To review the profile and effective resourcing of
• language support.
• 6 days allocated. 4 used
• Good progress in being made. An extensive range
• of recommendations has been made by the adviser
  for
• implementation by the beginning of the academic
  year
• and a number of continuing developmental issues
  need
• to be addressed.
• Judgement on Progress - Amber

26
Judgement of overall progress

• The majority of existing advisers have made good
  progress
• since the last case conference and are working
  productively
• with teams, particularly in the areas of ESOL,
  Language
• Support, Key Skills, Electrical, E-learning,
  Governance and
• MIS. Increased allocations have been put in place
  in certain
• areas. New advisers will now start on support
  associated with
• Minimum Level of Performance. The overall
  assessment
• at present is set at Amber given the continuing
  need
• for the implementation and embedding of advisers
• support and recommendations.

27

• The forecast position against the criteria below
  needs
• to be judged in the context of the IAS/QIAs vital
  but
• proportional role in the total support provided
  to the
• College.
• Judgement on Progress - Amber