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Newcastle College Group Our Journey Jackie Fisher May 2010 1 Newcastle College Group Our Journey Jackie Fisher May 2010 1

Today’s Presentation • Who we are, what we do, how we do it • Today’s Presentation • Who we are, what we do, how we do it • Our learning through growth and merger and acquisition • Sustaining excellence • Shared Services and IT Solutions • Our strategy 2

NCG Key Facts • Education, skills and employability provider • National and regional contracts NCG Key Facts • Education, skills and employability provider • National and regional contracts • Group and three divisions – Newcastle College – Skelmersdale and Ormskirk College – Intraining • 3800 staff in 100+ locations and 160 buildings • Learning and Skills Beacon 3

What do we do? • • • Employability - £ 33 m Workforce development What do we do? • • • Employability - £ 33 m Workforce development - £ 27 m Employers inc brokerage - £ 8 m Higher education - £ 19 m Adult training - £ 30 m 16 -19 full time - £ 35 m 4

NCG Objectives • Needs of the learner and customer first • Innovate and support NCG Objectives • Needs of the learner and customer first • Innovate and support excellence in learning and employability • Promote diversity and social mobility • Value, involve and invest in our staff • Foster strong partnerships with stakeholders and communities • Secure our future through strategic investment and profitability 5

Our Background Priorities • Strategy formulation/keep on top of change • Winning ‘right’ new Our Background Priorities • Strategy formulation/keep on top of change • Winning ‘right’ new contracts • Utilising information to understand the business and drive improvements • Leadership around behaviours • Management arrangements to drive strategy and accountability • Investing in people and ideas • Real performance, not pride or politics 6

How we run NCG • Group control key business processes quality, budget setting, planning, How we run NCG • Group control key business processes quality, budget setting, planning, performance monitoring • Group leadership model • Group expertise e. g. Shared Services, business development, financial analysis, e-learning, IT solutions, supply chain management…. 7

Group Leadership • Agrees strategic direction and signs off plans and budgets • Sets Group Leadership • Agrees strategic direction and signs off plans and budgets • Sets standards and accountability framework and Group policy and procedures • Leads key business processes • Delivers Shared Services and Group solutions • Makes interventions and provides support • Appoints key leaders 8

Divisional Leadership • Proposes strategy and business plans • Designs and delivers programmes for Divisional Leadership • Proposes strategy and business plans • Designs and delivers programmes for learners/customers • Deploys resources flexibly and creatively • Assesses and improves performance • Develops and enables delivery staff • Builds relationships with stakeholders • Delivers agreed business plans/budgets 9

How we integrate a new division • • Stabilise and communicate Assess everything and How we integrate a new division • • Stabilise and communicate Assess everything and review De layer and refocus management Graft on NCG: key business processes: – Shared Services – IT solutions – expertise 10

What have we learned? • Learn the new organisation and keep • • learning What have we learned? • Learn the new organisation and keep • • learning Focus immediately on income and cost drivers in as much detail as required Health and Safety audit asap Constant tension between Group control and confidence versus divisional delegation and autonomy Zero tolerance of game playing 11

What have we learned? • Huge support and training requirements • Untested track record What have we learned? • Huge support and training requirements • Untested track record of existing staff needs caution • Populate the business with leaders who can understand our requirements • Use yourself and the senior team flexibly to do whatever needs to be done • Take any new learning across the whole organisation 12

Buying a private provider • Tracked its progress and analysed what it did • Buying a private provider • Tracked its progress and analysed what it did • Separated the good parts from the bad • How much were the good parts worth to us individually and as a whole? • Worked with Governors and set a price range • Haggled with administrators – Price, speed of transaction, availability of cash etc • Don’t underestimate legacy of administration 13

How we sustain excellence • Shared strategy events and agreement on priorities • Staff How we sustain excellence • Shared strategy events and agreement on priorities • Staff buy-in, communication and training • Always ‘closing the loop’ • Rigorous Group quality processes • Data, data • Investing in e-learning and innovation • Lots of people working very hard 14

Shared Services underpins growth • • Finance – payables/receivables/expenses Payroll and pensions HR admin Shared Services underpins growth • • Finance – payables/receivables/expenses Payroll and pensions HR admin – MI system, appointments, checks Procurement and purchasing Treasury, tax and financial audit Insurance & fleet Help desk function for IT and telephones, data and physical security, health and safety, caretaking and cleaning, maintenance and repairs 15

Why invest in Shared Services? • Complex organisation needs re-engineered and e-enabled systems/processes • Why invest in Shared Services? • Complex organisation needs re-engineered and e-enabled systems/processes • Ensures compliance and consistency • Customer experience improves • Removes duplication of effort and cost • Provides rich management information • Forces divisional managers to manage the operation • Adds value (people) 16

Group IT Solutions • ‘Private’ internet • 9500 PCs & Macs, 1000 laptops and Group IT Solutions • ‘Private’ internet • 9500 PCs & Macs, 1000 laptops and 1000 virtual desktops and 190 physical and virtual servers • 550 separate software programs, patches, upgrades and fixes • 1026 mobiles, 120 Blackberries and 433 3 G dongles • 10000 network ports • National field support 17

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Our Strategic Choices pre-election 1. Hunker down - minimise risk, cut costs, reduce surplus, Our Strategic Choices pre-election 1. Hunker down - minimise risk, cut costs, reduce surplus, very limited investment and hope for better days 2. As above but with some growth areas against background of overall decline and cut costs disproportionately to income 3. Pursue a strategy of growth and investment based on investments already made 19

Our Pre-election Strategy • • • Grow Intraining profitably Grow HE via co-funding route Our Pre-election Strategy • • • Grow Intraining profitably Grow HE via co-funding route Grow commercial income Focus NCL on growth e. g. STEM SOC to realise potential of new build Merge with colleges 20

Thank you for listening 21 Thank you for listening 21