Delivering Accelerated Transformation

Transcription

1 Delivering Accelerated Transformation David McIntyre, Deputy Chief Executive, The City of Liverpool College Dr Phil Richards, Chief Innovation Officer, Jisc

2 Welcome What does good look like? Beginning the journey Starting to lead Realising the potential

3 Delivering Accelerated Transformation WHAT DOES GOOD LOOK LIKE?

4 The challenges we face Sustained and ongoing reduction in funding Powering the economy align and create skills relevant to regional and business need Manage change and achieve economies of scale without damaging education delivery Deliver continuous improvement of teaching and learning The future of Learning - move beyond FELTAG goals

5 Ability to execute What does good look like? Challenging Leading Failing Optimising Completeness of vision Characteristics of a great college Well managed finances, balancing funding and income generation Low cost, highly adaptable infrastructure and systems Processes and support functions that proactively add value rather than process transactions Clear alignment to local skills needs and ability to quickly respond to changes High quality teaching and learning with excellent outcomes Demonstrable innovation

6 Delivering Accelerated Transformation BEGINNING THE JOURNEY

7 COLC Case study Top 10 provider nationally, serving 22,000 students across over 500 courses The only College to have successfully completed transformation in just one year Led by a team with a strong mix of public & private sector experience Group includes First4Skills, a leading national work based learning provider Launched SharEd to lead accelerated transformation services across the sector

8 Our starting position Our challenge - Ofsted grade 4 - No quality function/focus - Ill conceived financial strategy - Organisation in denial - Heavy reliance on low quality agency staff

9 Ability to execute Beginning the journey Challenging Leading Poor quality Financially challenged In denial Failing Optimising Completeness of vision Transformation plan enacted Confidence built with stakeholders & funders Performance managed organisation

10 The strategic response Define what good looks like 1 year turn around but in the context of a three year plan - Stakeholder management - Building the team - Preparing to become a High Performing Organisation (HPO) - Transformation plan

11 The strategic response Stakeholder management and building the team - External facing (LEP, employers etc.) - New vision - Education/change of advisors - Commercial and change focussed team

12 The strategic response Preparing to become a HPO - Dealing with denial and setting vision - Employment law support - Creating a performance management framework - Control and empowerment

13 The strategic response Transformation plan - Formal project planning and governance - Twin imperative - Immediate actions - One year transformations - Longer term transformations

14 Results 4.3m improvement in bottom line Investment in teaching & learning and quality function Improved inspection grade Lifting of notices of concern and commissioner intervention Robust performance management and high performing teams

15 Delivering Accelerated Transformation STARTING TO LEAD

16 Ability to execute Starting to lead Reduce costs Significantly improve efficiency Flexible platform for growth Challenging Failing Leading Optimising Over 1m savings from SharEd in year 1 Clear definition of services Complete process redesign Strong service delivery Completeness of vision

17 The creation of SharEd Strategy Reduce costs and significantly improve operational efficiency Raise the bar on service delivery Develop new and sector leading capabilities transformation accelerators Move all teams into the new company Define services Process and framework standardisation Develop key partnerships Customer focus

18 SharEd capabilities Delivering high quality outsourced services across IT, MIS, HR, Finance, Facilities Pre-packaged best practice to deliver Accelerated Transformation MATURITY MODEL REVIEW TRANSFORMATION BLUEPRINT TRANSFORMATION ACCELERATORS SHARED SERVICE PROJECT DELIVERY BUSINESS PARTNER ENGAGES PROACTIVE SERVICE IMPROVEMENT DESIGN IMPLEMENT IMPROVE

19 Early success Delivered over 1m in cost savings in 15/16 financial year Significant process efficiencies, better use of resources and investment Work management system giving much better visibility and management of where resource is focused IT infrastructure savings through data centre consolidation and cloud migration Faster to introduce new capabilities and improve services New clients joining the service Value creation through technology and partners

20 IT transformation case study Strategic Objectives Reduce the cost of our IT infrastructure Position us for phased cloud migration Raise the bar on the resilience and flexibility of our infrastructure Better protect our data Improve our productivity as a team Identified Jisc as a key strategic partner

21 Our starting point Not resilient Servers and Apps all hosted in house within college buildings Power, UPS time of 20 mins, maybe enough to shut down Security concerns Inflexible No cloud services Very difficult to flex capacity Expensive No obvious expansion route for data (buy more disks) Capital intensive Expensive to maintain

22 To Infinity Highly resilient Tier 3 data centre Complete system and utility redundancy Dual carrier circuits into the Janet network Lower cost Excellent pricing framework negotiated by Jisc Flexible platform Phase 1 physical server move complete Phase 2 Legacy Zen data centre migration starting Legacy College systems move

23 In the beginning» Driven by 6 anchor tenants, all facing issues with Real estate Power stability/availability Teaching space vs technical space Refurbishment costs Build vs co-locate» Jisc framework yr

24 The mothership Built: 2013 Tech space: 9,200m 2 Area: 22,000m 2 Power: 34MVA Power Feed: Dual 33kV Office space: 2000m 2

25 Current status»current status: 14 customers signed the framework incl anchor tenants 149 racks (incl 18 Jisc) Total power requirement 1.542MW

26 In the pipeline»discussions ongoing with: Many of the constituent colleges and institutes of the University of London. Museums. South London & Maudsley NHS Trust. Several FE Colleges.

27 And beyond!» Hybrid cloud model» The best of data centre to stage migration of legacy services Virtualise where appropriate Migrate or sunset legacy applications and customisation» The best of cloud Bulk data moved to cost effective, unlimited online storage (Azure) DR in the cloud Highly scalable servers for production and development

28 The value created Reduce the cost of our IT infrastructure 80% saving in hosting costs moved to office 365, larger data store, lower maintenance Position us for hybrid cloud migration Raise the bar on the resilience and flexibility of our infrastructure % uptime from data centre Second circuit for failover of college connectivity Better protect our data Highly secure tier 3 data centre Janet DDoS protection and security support Improve our productivity as a team

29 Delivering Accelerated Transformation REALISING THE POTENTIAL

30 Ability to execute Realising the potential Help evolve the future direction of FE Be an enabler in sector transformation Challenging Leading Further development of SharEd capabilities Continuous process improvement Innovation of new accelerators Failing Optimising Completeness of vision

31 Three examples of transformation accelerators Cloud SaaS

32 Cloud-hosted software-as-a-service model Cloud hosted Student management systems Vendor 1 Vendor 2 Finance systems Vendor 3 Vendor 4 HR/Payroll systems Vendor 5 Vendor 6

33 Accelerator: The challenges How do we enable learning 24/7 Aesthetics and functionality don t meet current needs Skills and staffing resources under pressure The solution A 360 service starting with an elearning health check and needs analysis Hosted platform, processes, content creation Can be scaled up or down as required The benefits Impact measurement: QA & learning analytics built-in No interruption to learning during transition A solution proven in the real world

34 COLC VLE before and after Original VLE implementation Next generation VLE

35 Accelerator: Challenges Under utilisation of estate Teaching and learning centred around the teacher Mixed levels of digital literacy The solution A highly flexible, student-centric teaching space Devices and software developed with Microsoft Learner participation can be measured and responded to Developing part of the Jisc learning analytics framework 2.0 will introduce Smart sensor technology The benefits A better pedagogical approach improving engagement and outcomes Quality feedback in real-time

36 SmartRoom before and after Much better lesson! Combination of lecture-style plus mini-tasks to get ourselves thinking was really engaging. Also, I found being able to have the tablet in front of me and follow the slideshow at my own pace, although not ideal, really helped to encourage my learning. More of this please! Kurt Mossford, Student 'Its a brilliant concept Adrian Greenall, Teacher

37 Delivering Accelerated Transformation GUIDING PRINCIPLES

38 If you only remember these things 1. You can achieve further cost savings without damaging educational delivery 2. This requires transformational not evolutionary change challenge everything does it add value? 3. Accelerate transition through pre-packaged sector best practice and technology innovation

39 ACCELERATED TRANSFORMATION Your journey begins Realising the potential