Colleges hit with Skills Funding Agency warnings

Two of England’s biggest colleges have been slapped with notices of concern by the Skills Funding Agency following inadequate gradings from Ofsted.

City of Liverpool College got grade fours in every one of the education watchdog’s headline fields last month, just four years after it was praised as outstanding.

And, more recently, City of Bristol College fell from good to inadequate, with grade fours in all but leadership and management, where it was seen to be in need of improvement.

The Ofsted verdicts prompted the agency to act, issuing both colleges with notices of concern — the first step in a three-stage risk management process, introduced following the government’s New Chances, New Challenges review. Agency funding can be withdrawn at stage three.

Ofsted said the 17,000-learner Liverpool college, formerly Liverpool Community College, had too many students turning up late for lessons — if at all.

We can confirm the agency has followed its standard process and issued a notice to improve.”

It also said too many learners left the college, which had a turnover of £47.5m for the year ending July 31, 2011, without qualifications.

However, principal Elaine Bowker and her new senior team shared “a clear view of the college’s current weak position and have communicated the urgent need for improvement”, added the report.

An agency spokesperson confirmed it had issued a notice of concern to the college.

A college spokesperson said: “We can confirm the agency has followed its standard process and issued a notice to improve.

“Our staff and management team are committed to building on current successes and improvements that have been implemented since the new senior leadership has been in post.”

The 30,000-learner Bristol college — England’s sixth biggest with a turnover of £67.5m for the year ending July 31, 2011 — was last inspected in 2010, when it achieved a good
grading.

But, according to the latest Ofsted report, its teachers now paid “insufficient attention to the individual needs of learners and do not challenge learners of different abilities to achieve their potential”.

However, it also paid tribute to the efforts of new leadership at the college. It said an “impressively positive cultural change, instigated through highly effective communication, is enabling staff to become more responsible and accountable for learners’ outcomes”.

The agency spokesperson said: “We are applying our intervention process and have issued a notice of concern.

“We will remain in conversation with the college over the next few months to ensure it restores high quality provision and to ensure that the needs of learners continue to be met.”

A Bristol college spokesperson said: “The notice of concern is procedural and was fully expected.”

National Careers Service boosts provision

The National Careers Service (NCS) is to launch a range of services in 12 regions and is searching for contractors to take on the work.

Tenders have been invited for an “enhanced” provision of the current service from April 1, 2014.

The announcement comes as the service, launched by former Skills Minister John Hayes, celebrates its first anniversary.

It is part of the Skills Funding Agency, whose chief executive, Kim Thorneywork, said the service had achieved “great success” in its first year, providing advice that helped many people to get the right skills to enable them to “grow and prosper”.

She said that an “enhanced” service, focused on local needs, would build on that success. “We are aiming to continue to increase the reach and impact of the service.”

According to a position statement seen by FE Week, the local contracts will cover the maintenance of regional website pages, telephone facilities and community-based face-to-face services.

A national contact centre will provide personalised careers advice and refer adult customers to local telephone facilities, and an improved national website will allow customers to store and access their careers information and provide access to local sites.

Local contractors will liaise with local enterprise partnerships and Jobcentre Plus to provide up-to-date local labour market intelligence and information for the NCS, as well at its customers, advisers and partners.

The position statement said that the agency wanted to encourage more flexible and innovative approaches to delivering careers advice, “working collaboratively with partners, reflecting the drive towards localism and growth”.

Contractors will be able to bid in more than one of the 12 areas, “provided they are able to meet the detail and quality of the specification in each area for which they bid”, according to the document.

Face-to-face services will be available to prisoners as part of a move to target priority groups, which also include low skilled adults, ex-offenders, people with learning difficulties, unemployed people, including those aged 18-24 not in employment, education  or training, and those facing redundancy or recently redundant.

The agency’s estimates suggest that during its first year the NCS has provided guidance to more than 800,000 people; 76 per cent report progress in work or learning within six months.

To build on this, the service said it would also implement an outcome-based funding model that encouraged advisers to focus on achieving positive outcomes relating to customer satisfaction, personal career management, employment and learning.”

Interested contractors must fill in a pre-qualification questionnaire on the agency Bravo e-tendering portal before May 7. Contracts will be  awarded at the end of October.

FE loans create shortfalls

Some providers are facing funding shortfalls of up to £750,000 for adults with extra needs, claims the National Association for Managers of Student Services (NAMSS).

As part of the new 24+ advanced learner loans regime for those wanting to take up an FE course, providers were distributed  £50m over two years to cover extra needs such as childcare, travel costs and extra tuition.

But many have reported less cash in their bursary allocation for 2013/14 compared with the demand they faced in the current academic year.

Association chair Jim Busher, who has written to the Skills Funding Agency with his concerns, said some providers “will need to turn away” applicants for the new FE loans because “they cannot support their childcare or additional learning support costs”.

Many colleges are wrestling with this potential shortfall and the impact it could have on applicants.”

A table of figures he shared with FE Week showed the shortfalls that 20 colleges were facing.

The Manchester College confirmed it was expecting a £750,000 shortfall — its 24+ bursary allocation was £250,000, although its demand for additional needs for 2012/13 was £1m. Principal Jack Carney said he was “concerned” the college would not be able to offer learners the level of support they previously had, “impacting on their ability to participate and achieve”.

Mr Busher’s research also suggested one college in the Midlands expected a £213,000 shortfall, while another in the far north anticipated a £120,000 shortfall.

Lakes College West Cumbria, where Mr Busher heads student support services, faces a £66,000 shortfall.

“Many colleges are wrestling with this potential shortfall and the impact it could have on applicants,” he said.

“NAMSS would urge that the agency revisits the bursary allocation, if only to mitigate against a significant number of colleges asking for additional funds.”

Jerry White, director of planning and performance at City College Norwich, which faces a £75,000 deficit, told FE Week that the types of courses that were loans-funded were “likely to have a very disproportionate number of users who need additional support.

“Adult learners are more likely to be on big full-time courses like Access to HE,” he said. “They have disproportionate requirements for childcare and tend to come from backgrounds where they may need a lot more learner support.”

Mr White said he believed the fund “should not be ring-fenced” but should be put back with the mainstream learners’ pot.

“Then we could go between the pots if we had excess demand,” he said.

As a result of the shortfall, his college expected to “incur costs” that it couldn’t claim back.

When asked if the agency would review the bursary allocations, a spokesperson said the bursary fund had been “developed in consultation with the sector”.

She said: “The agency will work with the sector during the 2013/14 academic year to monitor the take-up of bursary funding,
ensuring that as far as possible, available funding reflects demand.”

Learners must have place at the top table

The proposed guild cannot claim to speak for the sector unless its board represents everyone in FE — and that includes learners, says Jayne Stigger

Learners put up with a lot from us; the chocolate bar and packet of crisps they signed up for is now a tuna wrap with avocado salsa on the side. FE is leaner and healthier. Why? Since 2009 colleges have listened to and involved learners in their decision-making.

The view of our customers has strengthened us, improved our culture, and supported quality assurance via reciprocal learning to put us in a stronger position to become ‘outstanding’.

They are our raison d’etre. Developing learners who are empowered through participation in their environment to take on challenges and lead roles in every aspect of FE life — from parking, menus, environmental issues, campus redesigns, travel subsidies, staff appointments, community campaigns — gives them an enriched, more rounded learning experience and provides us with a clear line of communication to our customers and their needs.

Every good college I have worked in has learners on its governing body, with the learner voice firmly embedded into its culture.

The new FE Guild has said that students will not  be invited on to the main board but will be in one of the steering groups to be consulted ‘when necessary’. How often will they be consulted? In draft three of the proposals it says: “Learner Voice is not really consistent with the draft purpose and function of an FE Guild as discussed . . . at the first steering group meeting”.  Learners will be lucky to whisper once a year.

If we must have a guild, it must be inclusive; it cannot represent FE unless it represents the whole of FE”

The Association of Colleges argues that there are better ways of engaging learners; I disagree. This is not about methods of collection but the value placed upon the view. The board is the heart and head of an organisation, the top table at a wedding.

Students must not be relegated to the status of a guest who receives an occasional wave and a bowl of cold soup at the back of the room.

Learner views cannot be ‘cherry-picked’ when a positive comment is required. Without constant, honest critique by our customers, we are in danger of drifting into being controlled by a ‘Prozac’ guild whose leaders believe their own narrative that everything is going well, discouraging followers from raising problems or admitting mistakes.

We have no desire to return to that era.

As with any other new governor, they will need support to take up the role. I’ve trained learners to understand the workings of a board (roles, responsibilities, budgets, forecasting, and confidentiality) so that they can be effective members, bringing a fresh and non-politicised view of the college.

They thrive on it. I have never seen a conference, survey or feedback on learners’ views that hasn’t improved an aspect of a college in some way; from small, simple daily workings to innovative and inspirational ways of doing things.

The board of the proposed guild should have four student members; one from each grade of college, geographically and socially diverse to reflect the true state of FE. Ask a learner and you’ll get a relevant answer.

If we must have a guild, it must be inclusive; it cannot represent FE unless it represents the whole of FE.  The learner is the heart of FE and always will be, no matter the government policy, political direction, funding stream, focus or method of delivery of the day.

We value our learners; their voice, their input. If the guild cannot, it is not and never will be, ‘our’ guild.

Jayne Stigger is excellence and innovations manager at Basingstoke College of Technology

 

 

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Hear our voice, the NUS tells FE Guild

The National Union of Students will continue to push for a learner presence on the board of the FE Guild, describing the lack of representation as “wrong”.

President-elect Toni Pearce, who takes up the post in July, expressed anger after the revelation two weeks ago that the guild’s draft implementation plans did not include a student voice on the board. She is currently the union’s vice president for FE.

She said: “I don’t think it’s something that I’ll wait until July to say is wrong — students should absolutely be represented on board of the FE Guild.

“When students are represented in higher education bodies, why should FE students not have the same parity in terms of engagement? And frankly that’s what it comes down to, parity of esteem.”

The absence of student representation would be at odds with the direction of the rest of the tertiary education sector.”

The draft implementation plan compares the guild, which has yet to be officially named, to the HE Academy, which does have learner representation on its board.

Current NUS president Liam Burns said he would keep talking with the guild’s steering body in his last months in the role.

“The absence of student representation would be at odds with the direction of the rest of the tertiary education sector,” he said.

“An attempt to dilute the learner voice would also run counter to good practice in governing bodies in both higher education and further education, where two student governors are full members.

“In the coming weeks, we look forward to… making the case for national learner representation, and striving to ensure the student voice is at its heart.”

The draft plan allocates seats on the board to the Association of Colleges, the Association of Employment and Learning Providers, and the Association of Adult Education and Training Organisations.

It proposes “learners specifically be part of the wider sector engagement processes, rather than part of the governance arrangements”.

David Hughes, chief executive of the National Institute of Adult Continuing Education and independent chair of the steering group, said that how learner voices were heard would be part of the next phase of the guild’s development.

“The consensus in the steering group has always been that the guild must and will commit to engaging with and responding to the views of learners,” he said.

“I am looking forward to continuing to work with the NUS and others to agree how best we consult and engage with learners and discussing the priorities for the guild.”

The guild will be funded by a direct grant from the Department for Business, Innovation and Skills (BIS) for its first two years.

A BIS spokesperson said the establishment of a sector-led guild was central to placing learners at the heart of government reforms of the education and skills sector.

The spokesperson added: “Rightly, it is for the guild to decide how best to engage all stakeholders, including learners, in the ongoing development of its work.”

Christine Doubleday, deputy executive director of the 157 Group, said the group recognised the importance of the guild and welcomed the debate the implementation plan had stimulated.

She added: “The 157 Group is working within the steering group to ensure broad representation and responsiveness… and will seek to ensure that any views expressed in the consultation are taken on board by the steering group.”

Joe Vinson to become the NUS vice president for FE

Joe Vinson has been elected as vice president for Further Education of the National Union of Students at their annual conference today.

Mr Vinson has been president of Cornwall College student’s union since 2011, and a member of the NUS LGBT (Lesbian, Gay, Bisexual and Transgender) committee since 2013.

In his election speech at the NUS conference, he said: “For me college wasn’t just about qualifications, it was a place I finally felt I could be myself. I’m not a typical FE student; none of you are, because there is no such thing.”

Mr Vinson has been an active member of the Labour party for many years and at 18 was elected unopposed to St Agnes parish council, making him the youngest councillor in Cornwall and possibly the country.

It’s without any doubt that Joe has the skills and the determination to continue the fight for FE students.”

During his time at Cornwall College, Mr Vinson spearheaded a successful campaign to see all students who would have been eligible for the EMA awarded free transport to college.

He made reference to this in his election speech, saying: “Local action can be so effective and it’s a central part of winning for students, calling everyone to London once a year for a demo is not enough, we need grass roots campaigns with strong links to their communities if we are going to begin to meet the challenges we face.”

His election speech set out his stance on EMA, which he described as “a flawed system.”

But he added: “What we have now isn’t good enough. No student should have to beg their institution for help… I will fight for a support system that leave no-one behind.”

Mr Vinson had the support of his predecessor in the role, both as vice president for FE and as president of the Cornwall College SU, newly elected NUS president Toni Pearce.

She said: “It’s without any doubt that Joe has the skills and the determination to continue the fight for FE students. He’s a strong campaigner with a proven track record, and his work not just at Cornwall College but with students’ union across the country has been outstanding. I know that he will ensure FE students’ unions are well supported.”

The post-Incorporation college: a not-so-sleeping giant

Leeds City College is one of the single largest providers of apprenticeships in the UK following the launch of the Apprenticeship Training Agency — jointly owned with the local authority — and the creation of the Food Academy at city centre restaurant Flannels.

Now the third largest college in the UK with more than 40,000 students, 1,500 staff and an annual turnover of £90m, it is a far cry from 1993 and incorporation when the then small Kitson College was rebranded Leeds College of Technology.

Since then, one factor more than almost any other has contributed to the changing size and scope of FE — that’s merger.

While the Coalition government may be sceptical of the rush to merge, as have all previous administrations at times, the merger bandwagon has rolled on over 20 years with the creation of giants such as Newcastle College Group, Bedford and New College Nottingham. The litany of colleges absorbed into Leeds City includes Park Lane, Airedale, Wharfedale, Keighley, Thomas Danby, Joseph Priestley and Leeds College of Music (which retains its name as a wholly-owned subsidiary).

But what has changed beyond the size? On one level, less than you might think, according to Peter Roberts, (pictured) the principal since 2009 and chair of the 157 group.

“Skills I need for the job of chief executive have changed,” he says.

“Curriculum and quality used to be my strengths, but now I’m expected to be a politician, have networks, be around 24/7 and definitely not disappear for four or five weeks’ holiday.”

He still draws greatest strength from his curriculum roots.

“When I do my weekly blog and can write ‘I remember when I was a teacher…’ I know that adds to my credibility,” says Roberts.

And with ultimate responsibility for diverse operations from estates management and customer services to complex MIS and dealing with every level from pre-entry level students to HE for foundation degrees, now at record levels, “I need to be able to manage teams of people with skills I don’t have.”

What has not changed, Roberts insists, is the fundamental curriculum ideas and chances FE offers.

“At one time we were a tertiary college offering shipbuilding apprenticeships and flour milling. Now even the face of motor mechanics has changed and we offer advanced manufacturing and technology skills,” he says.

“But it’s still what it always was — a relevant curriculum.

“FE is, or should be, what it has always been at its best — bespoke tailoring of vocational education to suit individual needs.” But that tailoring — possible, he says, because of the economies of scale size brings — is bringing something new.

Work-based programmes, online learning and, recently, incubation start-up units helped create 300 new micro-businesses and 700 jobs in Leeds last year.

Work with business is a key area with Leeds City College having established links with more than 2,500 public, private and third sector companies from small and medium-sized enterprises to major household names including Arriva, First, Debenhams, IKEA, Lloyds TSB and BAe Systems.

Roberts warns, however, against FE losing sight of its other fundamental purposes.

With the disappearance of unskilled and semi-skilled work, “we are seeing more and more people with disadvantaged backgrounds, NEETs are rising and there’s more work to be done with Job centres,” he says.

“If colleges like us did not do the work, it’s difficult to know who would pick it up.”

So, despite the austerity we now face, he pleads with FE leaders not to lose sight of the basics, the LLDD learners, the mother returning to learn by doing flower arranging and finding a new career path and the young disaffected person in danger of becoming a NEET by being forced down an inappropriate route.

“For example, in Leeds, healthcare and digital technology are the big thing. But if I tell young people who want to be hairdressers this is what they must do, they will quit and become NEETs,” explains Roberts.

“We need to have time and patience to guide people appropriately. This is what FE at its best has always been good at.”

‘If that doesn’t work, we do it again.’ Really?

Next time you come across a member of your college marketing staff, treat him or her gently. They’re a much misunderstood lot, says Nick Warre

In 1990 I was one of the first people in FE to have the word marketing in my job title. There were very few of us, and we were not popular.

We were guilty of spin, sharp salesmanship (I wish) and the dark arts. We were the Mandelsons of our time. This wasn’t what education should be doing. It’s a noble pursuit and marketing had no place in it.

We all had trouble at home and we stuck together and formed something called the Marketing Network as a mutual support mechanism. It’s still going.

Come 1993 and it all changed. Competition, the DLE (demand led element) and the battle for bums on seats began and it was open warfare. Suddenly we weren’t doing enough of the dark arts. Heavens, jobs are at stake man!

Academic staff felt no shame about telling us how to do our jobs. Guerrilla marketing became common. There are some shocking stories from that period of people gate-crashing school careers’ fairs, bounty money (complicated), free gifts, theft, even the cunning use of projectors. It was exciting. But throughout this the marketing managers would still get together for a beer and to commiserate. Who else understood us?

Then the Further Education Funding Council noticed college marketing budgets were spiralling out of control and the National Audit Office showed up looking at value for money.

The college is seldom mentioned — FE is ubiquitous and strangely invisible”

They never did work it out, but we calmed down a bit and ground on with the job of being creative, poaching Year 11s and trawling the patch for punters. Budgets were trimmed and we got creative and dangerous again.

But marketing staff have a foot within the college and a foot outside. They have knowledge of both domains. The expectation was that they took messages out. The reality was that they also brought messages back. And some of these were unwelcome.

But there were always two critical problems. FE still has them.

The first is that marketing does not enjoy the same legislative hinterland as human resources, finance and health and safety. Marketing managers are still called on, or instructed, by college managers to do things that probably won’t work, but cost a small fortune. They can’t counter by calling on legislation. I recall one chap telling me: “At our college, if a course fails to recruit we put an advert in the paper. If that doesn’t work, we do it again.”

The second was, and is, that despite the fact that all of us are constantly surrounded by the products of FE (get your car fixed, go to a hotel, have a haircut, buy a sandwich, call a plumber, there they all are), but all that’s mentioned is who validated the qualification — “I’ve got my City and Guilds,” you’ll hear, or “My son’s doing his BTec,” and then there’s “I’ve got an RSA”.

The college is seldom mentioned — FE is ubiquitous and strangely invisible. Marketing managers, I salute you. It’s a hell of a job.

Nick Warren, freelance marketing specialist and consultant with the Policy Consortium