Inventing the Future Systems & Success Ian Pryce Principal & Chief Executive, Bedford College

Outline of Day Purpose & Context Finance People Quality Information What is success?

Purpose and Context Aims & Values Change & Pace

Mission The Hedgehog concept Passion People Economics

Values The How Must be shared and lived Be careful what you wish for!

Rollercoaster Leadership

Change Like Never Before Technological change = making the improbable possible Political change = market and labour mobility Generational change = less conformist, more individualist Business change = companies like “tents” not “pyramids” Older workers + birth-rate decline = inverted workplace

The Frantic Sector Qualifications Inspection change Quality frameworks change Funding systems change Funding priorities change Provider base change

Systems & Success FINANCE

By the end of the session you will know…. What drives your costs and income The freedom you have to use resources allocated How to ask for more, or work with less! How to impress your friends with your financial literacy! How Finance and the Chief Executive measure your performance in financial terms

Income and Cost “drivers” Financial statements reflect activity What makes you spend more? What brings in the money?

The One Critical Difference “ Money is both an input and output in the private sector” “Money is never an output in the public sector”

Improving the Student Experience Quality of staff Quality of environment Quality of learning materials Course organisation Reflected in achievement, progression, feedback

Resources allocated on: Student numbers Course hours “Equipment heaviness” Current staff salaries and contracts

Judgement! Student recruitment, retention, achievement Student feedback Management of resources allocated Good communication through year Work within regulations Sought work within resources allocated Well planned spending

The 5 key questions Do we make a surplus? Do we have working capital? Do we eat cash or make it? Are we investing? Is our surplus good enough?

Financial Strategy A critical document How much freedom? How much flexibility?

Systems & Success PEOPLE

Get People Job description v Person spec Process review especially the purpose of a process

Keep People Welcome and first impressions People have a name Induction Feedback from leavers Welfare and social activity

Managing People Probation Disciplined people v Control Communication and visible management Attendance

Developing People Self-developers Focus on skills they need for this job and next Development isn’t the same as training

Level 5 Leadership Ambitious for the cause Professional will Personal humility

Dynamism

Morality

Corner Cutting

Problem Solving

Personal Responsibility

Public v Private (respective strengths) Planning vDelivery Stewardship vFinancial results Shared accountability vPersonal performance Consistency vInnovation Diffuse power vDirect power Education vSkills Job Description vPerson Specification

The Challenges where “private” skills help Action Bias Real prioritisation Resource Management People Management Negotiation Selling Problem resolution Using Data

The Rewards Doing Good Intellectual Challenge Big budgets (money and people) Safe employment (still) Flexible employment The Leadership satisfaction Strong focus on equality and diversity

Emotive Issues Putting students first means putting staff second!? Does the plan mean anything to an individual? How do we deal with dissent?

Systems & Success QUALITY

Quality To what end? Responsibility How much can you do?

Bedford College Quality team Student Data analysis- retention/achievement Observations and 3 to 2 programme Self-assessment Course review

Curriculum review Programme area MOT Self-assessment report Surveys and feedback Process review/EFQM

Measures Of performance Of process Comparators

Systems & Success INFORMATION and SUCCESS

How do you define success? Learner Success Financial Strength People Planning Process Environmental Quality assurance

Information Right Information Right Time Right Way Used…. Used to succeed

Performance Alignment with strategy Key performance indicators Quantitative & Qualitative Hit the target, miss the point

Bedford College: Ensuring consistency 1 Aims ObjectivesValues Policies and procedures

Bedford College: Ensuring consistency 2 Strategic Plans Operational Plans Personal Objectives

Communication The “non-verbal” myth Showing you care One College, Many Teams Keep it simple

Improvement Remote Leaders Create vision Create Belief Communicate change Energise

Improvement Local Leaders Engage employees Create motivation Manage anxiety Lead people through change

The Importance of Feedback Performance reports Student and customer feedback LSC review, Ofsted etc Course review Team Meetings Student representatives Platform Open Door Policy

Reputation Management Reputation is never reality Reputational risks are many Weak links, bad apples

Madonna Business

Not PriMadonna Business