The Merger of Bournemouth & Poole Local Authority Adult Learning Services Lesley Spain Principal Learning Manager

The Aim 2008 “To implement a full service merger during the academic year 2009. The employing authority will be the Borough of Poole and the headquarters will be based in the Bournemouth Learning Centre”

Why? Strengthen two neighbouring, similar size and profile local authority adult learning services Innovative and future proofing Strong political and senior management support Head of Service vacancy opportunity Efficiencies of scale to invest in sustaining service delivery

Service Profiles Poole Adult Learning Bournemouth Adult Learning £1.46 million grant funding ALR (50%) ASL (35%) 16-18yrs (5%) TtG (10%) 3057 learners Oakdale Centre + 50 venues £1.65 million grant funding ALR (40%) ASL (40%) 16-18yrs (4%) TtG (8%) Apprenticeships (8%) 3374 learners Bournemouth Learning Centre + 50 venues

The Journey (June 2008-09) 1. Political and SMT support 2. Merger Working Group (B&P Members) consider the business case, SWOT 3. Merger Steering Group (SUHs, PAL & BAL Managers) to implement the merger Dec 08 - Bournemouth and Poole Cabinet and Council agreement to: ‘A merger subject to Due Diligence’ 5. Financial Services assessment: budget forecasts central support costs VAT thresholds pensions liability

The Journey (June 2008-09) cont…. 6. LSIS Consultant engaged to facilitate establishment of business model options: X Bournemouth subcontracting delivery to Poole -VAT threshold in BoP X Externalisation of the services to Trust or similar status - financial uncertainty, time X Staff structure with BBC and BoP staff - exposed inequalities in terms and conditions TUPE staff transfer to Borough of Poole - most desirable but increased the liability of one authority 7. Learner and Stakeholder Consultation 8. Joint Merger Work Streams progressed: - Curriculum planning & brochure - Customer services - MIS & finance - - IT & facilities

Emerging Benefits and Barriers Joint working: - jointly led work streams - sharing best practice PM,QA - BAL stabilised Financial efficiencies - joint brochure & curr’ planning (- £16k) Harmonisation of enrolment / fee policies Shared Staff Development programme Managed vacancies Different cultures and perceptions Decoupling central support recharges Uncertainty of claw back, rebasing, carry forward costs VAT threshold in Poole Financial Services confidence (BoP) Financial Services protection (BBC)

The Journey (2009-10) cont…. 9. Mar 09 – Designate Principal Learning Manager appointed to: - support management vacancies in BAL - joint manage service contracts - progress full merger 10. Financial Services issues unresolved throughout uncertain funding period 11. Jun 09 - Joint Management Team arrangement agreed to build on success of joint working: - Legal Agreement - HR Principles and Terms of Reference - Cabinet decisions amended

Joint Management Structure Governing Board Principal Learning Manager Poole SUH BBC SUH Cllr BoP Cllr BBC Principal BoP Principal Learning Manager Finance & Data Manager Curriculum Manager Quality and Learner Services Manager Business Enterprise Manager Joint Management Structure Quality Manager PAL & BAL

Joint Management Team June 2010-11 4 Poole and 1 Bournemouth Manager (TUPE) £100k saving to each service /shared cost Launched Vision, Mission, Values and Business Plan Stabilised BAL’s budget through staff restructure and joint posts Established joint performance monitoring and Quality Assurance framework Shared tutors and learners to reduce course cancellations Rationalisation of awarding bodies and duplicate courses Established a new culture of business awareness and accountability Maintained 10 FTE vacancies Removed barriers and progressed full service merger ? Managers capacity ‘two of everything’ ? BAL staff feel vulnerable ? Limited range of efficiencies ? Short term model

A change in economic environment - New aim July 2011 “To complete the full service merger for the academic year 2011/12. The employing authority will be the Borough of Poole and the headquarters will be the Oakdale Centre Poole”

Merger Programme Jan-July 2011 Single staff structure (-£374k) HR Principles, Staff and Tutor TUPE Deletion of 10 FTE vacancies minimises risk of redundancy Essential Customer Service & Finance and Data staff in Oakdale pre enrolment Single Finance and MIS System (-£12k) Transfer of BAL legacy data to Poole New database commissioned for April – 11/12 courses Notify SFA of single contract April 11 Integrated Customer Handling Redirection of BAL learners to BoP Customer Services New branding, website links Single administrative headquarters (-£60k) Oakdale Minor works

Overall Benefits and Challenges Reduced infrastructure costs Service development through shared practice Removal of duplication and inefficiency Single information and enrolment service for learners Improved quality Stronger contracting position (MCL) Managing different cultures and perceptions through transparency, trust, rationale and involvement Agree the employing authority at the outset Prioritise the decoupling of central support recharges Engage senior management directive to maintain momentum Maintain regular communication with staff throughout