nrc consult doc

8/9/2019 NRC Consult Doc

1/44

Business Improvement Plan | 2010 : 2016

CONSULTATIONDOCUMENT

NORTHERN REGIONAL COLLEGE


2/44


3/44

1



CONTENTS

1 Introduction and Strategic Context 32 Summary of Recommendations from

Business Improvement Plan 11

3 Equality Assessment 254 Consultation Timescale 29

5Consultation Response Form 31


4/44

2



GLOSSARY

BIP Business Improvement Plan

CoE Centre of Excellence

DEL Department for Employment and Learning

EF Entitlement Framework

EMT Executive Management Team

eti Education and Training Inspectorate

FE Further Education

FLU Funded Learning Unit

ICT Information and Communication Technology

KPI Key Performance Indicator

PSA Priority Skills Area

QAA Quality Assurance Agency

SOC Strategic Outline Case

STEM Science, Technology, Engineering and Mathematics

SfW Skills for Work

TfS Training for Success

Training TfS/SfW/ApprenticeshipsNI

VEP Vocational Enhancement Programme


5/44

3



Section 1Introduction and Strategic Context


6/44

4



With eleven sitesbetween Coleraineand Newtownabbey,Magherafelt and Larne,

Northern RegionalCollege (NRC) isproposing to moderniseits college estate and itsservices by developingmodern, purpose-builtaccommodation andupdating currentfacilities and services.

By 2016, NRC proposes tocreate one of the mostdynamic and forward thinkingFurther and Higher Educationestablishments in NorthernIreland. The new NRC willdevelop, even further, itsexcellent current links withlocal and internationalbusinesses, schools,organisations and individuals.This will provide its students

with the highest quality andmost career-relevanteducational experienceavailable as well as playinga central role in the regionseconomy.

NRC plans to lead the wayin Northern Ireland in allcurriculum areas, positioningthe College at the heart of the

regions economy and securingthe Colleges future for yearsto come.

Prior to the College merger in2007 a financial due diligencereport was commissionedwhich raised a number ofissues for NRC. The most

significant being the overallfinancial stability of theCollege, particularly in respectof the on-going cost of staffand estate.

A due diligence follow upreport was commissionedin May 2009. This reportconcluded that financialstability remained an issuefor the College. The reportrecommended that a moredetailed BusinessImprovement Plan shouldbe developed.

To achieve the Collegesobjectives Aspire, Aim,Achieve, NRCs BusinessImprovement Plan containsproposals including newcampuses to replace old and

exhausted facilities, a renewedcommitment to providingemployers with bespoketraining, qualifications fortheir employees and mostimportantly a dedicatedservice of utmost excellenceto the student body.

The objective is to identifyactions that would allow theCollege to reach financialstability while continuing todeliver a high quality student

learning experience.

The Northern Regional CollegeBusiness Improvement Plan2010-2016 has beencommissioned by the CollegeGoverning Body. The Collegewould like to know your viewson the proposals identified inthe Plan. There is potential toserve the College communitiesmore effectively in the future.The priority is to ensure thatresources are focused asstrongly as possible on givingour students an excellent, highquality experience in anenvironment that enhancestheir learning.

Foreword


7/44

5



1.1Northern Regional College(NRC) commissioned afinancial due diligence reportin 2007 followed by an update

in 2009. Findings of thesereports raised concernsregarding the financialsustainability of the College.Following discussions with theDepartment for Employmentand Learning (DEL) it wasagreed that the College wouldproduce a 5 year BusinessImprovement Plan.

1.2A preliminary report waspresented to DEL inDecember 2009 and furthermeetings were held with theActing Permanent Secretaryin February 2010 to discusspolicy issues which hademerged in the work onthe Plan. A final draft ofthe Business ImprovementPlan was approved by the

Governing Body on 3 March2010 and submitted to DELon 5 March 2010.

1.3The Business ImprovementPlan seeks to ensure financialstability for the College byproviding the facilities and

resources to deliver a highquality curriculum. Itsobjectives are to: Set out the proposed

changes to the curriculum Set out the aspiration for

the College estate Identify areas for greater

efficiencies

1.4

The College will continue toplan in accordance with itsown internal planning cycle.This will produce a series ofoperational plans which willbe linked to the three-yearstrategic objectives through aset of Corporate Targets for2010/11. A College CorporatePlan will be brought to theGoverning Body for approvalin June 2010.

Challenges

1.5The College has experienced adecline in the demand for bothvocational and non-vocationalpart-time courses during theacademic year 2009/10.

1.6The numbers of Year 8-12pupils in post Primary andSpecial Schools in the NorthEastern Area has declined year

on year from 28,935 in 2003/04to 27,310 in 2007/08. This is anoverall decline of 2.16% overthe 5 year period.

1.7The College is facing a numberof key financial challengesincluding: Decreasing income; Increasing staff costs;

Increasing fuel andtransport costs

1.8Extensive accommodationis not fit for purpose andtherefore the College iscarrying unnecessaryestates costs.

1.9The Business Improvement

Plan has been developed ata time of changing financialcircumstances in the Furtherand Higher Education sector.Effective use of public moneyis essential. The Plan reviewsCollege provision with a viewto making efficiency savingswhich, in turn, will facilitateimprovements.

1 Introduction


8/44

6



2.1Colleges in Northern Irelandact in support of a numberof key Government priorities.In addition to the obvious

activities relating to educationand lifelong learning NRC iscommitted to its culturaldiversity agenda. As aninclusive learningenvironment, open to all,it can play a significant rolein regenerating communities.This is a strength that can befurther built on, particularlyin the context of the

Governments commitmentto A Shared Future.

2.2A number of Public Policieshave been particularly relevantto the development of theBusiness Improvement Plan:

Programme forGovernment goalsThe relevant targets from theProgramme for Governmentare: Ensuring by 2015 that 80%

of the working agepopulation is qualified tolevel 2 or above.

Ensuring by 2015 that 50%

of the working agepopulation is qualified tolevel 3 or above.

Increasing the number ofadult learners achieving aqualification in literacy,numeracy and ICT skills by90,000 by 2015.

Public services agreements(PSAs)Two targets from the Public

Services Agreements areparticularly pertinent:

PSA 2 Skills for prosperity Ensure our people have

the right skills to delivereconomic prosperitynow and in the futureand increase skillsand career choicesin STEM subjects.

PSA 3 Increasingemployment Increase employment

levels and reduce

economic inactivityby addressing barriersto employment andproviding effectivecareers advice atall levels.

Public spending reviewThe outcome of the followingreviews will have a significantimpact on the College andits ability to achieve financialstability: The review of 2010-11

spending plans for thedepartments (noting thesignificant cut withinDEL of 19.7m).

Comprehensivespending review

2.3DEL governs the activities of

the Further and HigherEducation sector. In developingits vision for the sectorscontribution to the economyDEL set out key objectives inits policy FE Means Businessincluding: All post 16 students to be

offered a wide range ofvocational, professional andtechnical subjects within

the curriculum and for thisto be recognised as avaluable alternative to

2 Contribution to the Government Agenda


9/44

7



the traditional academicpathway.

Participation in postcompulsory education or

Training at a higher levelthan ever before.

Learners provided withgood quality independentinformation, advice andguidance about careeropportunities andprogression routes, basedon accurate labour marketintelligence.

Ongoing projects developedto enable the realisation ofthe vision: Essential Skills

programme; Reform of vocational

qualifications; Entitlement Framework

(14-19 yr olds); Economically focused

curriculum; e-learning strategy; FE support for

economic development; Learner Access and

Engagement; Careers Education,

Information, Adviceand Guidance;

Higher Education.

2.4A number of other DELpolicies also impacted onthe Plan:

Success through Skills(2006) Understanding the

demand for skills. Improving the skills

levels of the workforce. Improving the quality and

relevance of educationand training.

Tackling the skillsbarriers to employment

and employability.

Corporate Plan 2008-2011 The vision of a dynamic,

innovative & sustainableeconomy where everyoneachieves their fullpotential.

DEL: Review of FE Centresof Excellence (CoE)January 2009

This sector wide reviewrecommends the following: industry engagement is a

pre-requisite. CoEs can only

realistically aspire tosubsets of the broadskills areas.

recognition of change inskills priorities andflexibility to adapt.

success throughexcellence where DELand colleges are strivingfor excellence where a

quality agenda underpinsall aspects of theagenda.

2.5The College recognises thatin order to make a valuablecontribution to the fulfilmentof these policies it is essentialthat its students are providedwith the appropriate level ofresources to do so. This canonly be achieved by therationalisation of estates,non duplication of expensiveresources and an effective,efficient curriculum offering.


10/44

8



3.1As part of the new NorthernRegional College brand at thetime of merger the straplineASPIRE | AIM | ACHIEVE was

developed. These are theunderpinning sentiments ofeverything the College does.

3.2ASPIRE The Governing Bodyhas developed a Statement ofAspiration: To put the learner at the

heart of all that we do; To develop and support a

professional workforcewhich can deliver a highquality service and respondpositively to newchallenges;

To be a responsive andindispensable resource forthe community and thelocal economy;

To achieve maximumefficiency in the delivery ofall aspects of our business.

3.3AIM From the Statement ofAspiration the College derivesa set of strategic aims. For theperiod 2010 2013 these are:

Develop and support thecontinuous improvement ofthe quality of the entirestudent learning experience

Develop and deliver acurriculum and associatedprovision which is aligned tothe needs of businessindustry and the community

Establish support andembed an organisational

and management culture inline with the Collegesvision and values.

Implement the approved ILTStrategy and address datamanagement issues acrossall areas of the collegeactivity.

Establish and progress anapproved estates strategyappropriate to the strategicdevelopment of the College.

Ensure financial stability inorder to support theachievement of theColleges strategic agenda.

3.4ACHIEVE Each corporate aimin turn generates a set ofcorporate targets for eachyear. Achievement in relation

to these targets is measuredusing an agreed set of KeyPerformance Indicators (KPIs),by self evaluating our ownperformance and by takingcognisance of external qualityimprovement reports from theEducation and TrainingInspectorate (ETi), QualityAssurance Agency (QAA) andAwarding Bodies.

3.5The Business ImprovementPlan proposals are an integralpart of achieving the Collegeaims and aspirations. It iscritical that students haveaccess to a current andeconomically relevantcurriculum delivered in anenvironment of the highestquality with the best

possible resources.

3 Strategic Context


11/44

9



3.6With this in mind the Collegehas prepared a StrategicOutline Case (SOC) for DELwhich will develop an estates

strategy to deliver theBusiness Improvement Plan.The following objectives havebeen identified: Adequacy of existing estate

to improve the fabric ofthe overall estate andfacilities available;

Scale and functionality to provide accommodationthat is consistent with

projected enrolments andthe associated spatialrequirements in accordancewith the DEL Schedule ofAccommodation;

Condition of facilities to provide high qualitycollege facilities that arefully compliant with therequirements of current andfuture health and safetylegislation;

Fitness for purpose to provide accommodationthat is fit for purpose todeliver further and highereducation programmes andwhich creates an ambienceand learning environmentthat is appropriate to theage profile of students andis also suitable to demands(including specialist needs)

of the subjects beingtaught;

Equality of access andlocation to ensurefacilities are accessible toall in line with government

policy on social inclusionand social need and meetsthe requirements of theDisability Discrimination Actand that the location ofaccommodation isacceptable to all membersof the community;

Affordability to ensureestates provision isaffordable and sustainablein line with financialforecasts and achievesvalue for money;

Rationalisation and costeffective use ofaccommodation to examine the potentialfor the rationalisation ofcollege accommodationand to optimise operationalefficiencies, eradicateduplication of resources

and the sub optimal useof space;

Enhancing college imageand reputation to providea learning environment thatwill be attractive tostudents and staff and willenhance the image andreputation of the collegeon both a regional andnational level;

Flexibility theaccommodation shouldbe sufficiently flexible toallow for changes in future

enrolments, includingexpansion or downsizing,changes to course provisionand developments inteaching methods;

Environmentalsustainability to incorporate andpromote sustainable andenvironmentally friendlyfeatures into new andrefurbished collegebuildings to reduce waste,energy and otherenvironmental costs.


12/44

10



4.1This document highlightsthe challenges for the College,outlines the externalenvironment it operates in and

its vision for the future. Inorder to achieve this visiona number of proposals havebeen made within theBusiness Improvement Plan.

The recommendations arebased on a carefulcombination of the followingapproaches: Reducing, over a five year

period, the replicatedoverhead costs carried bythe college in operatingmany sites;

Restructuring activities thatare not financially viable bymoving the provision to amore advantageous funding

stream, or by concentratingon the work that is of mostrelevance to the collegesaspiration, or by increasingthe charges made tostudents/employers, or byceasing provision;

Prioritising the type ofcurriculum that the Collegeprovides and the extent ofthe provision in light of theexpectation of static orreduced funding in futureyears;

Improving performance sothat outcomes, associatedfunding and the studentexperience, improves.

4.2The College wants to hear yourviews on these proposalswhich will help shape thefuture of the College. Please

send them to:

Mrs Claire MooreDirector of FinanceFarm Lodge BuildingsBallymenaCo AntrimBT43 7DF

T: 028 25664226F: 028 25637803E: [email protected]

4 Conclusion


13/44

11



Section 2Summary of Recommendations from

Business Improvement Plan


14/44

The Business Improvement Plan recommends athree phase approach to the implementation of theproposals identified. The key elements of each phaseare outlined below:

Phase 1 (Years 2010-12)

Curriculum: Rationalisation and development ofcurriculum and associated provisionin line with DEL strategies.

Estates: Campus rationalisation.

Efficiencies: Improved utilisation of teaching staff; Effective management of staff profile;

Additional support department efficiencies.

Phase 2 (Years 2013-15)

Review of the effect of public funding in achieving theoutcomes of Phase 1 proposals;

Further focus on increased income generation activities;

Further efficiency measures.

Phase 3 (2016 and beyond)

Implementation of overall College estate solution.

12



Recommendations from theBusiness Improvement Plan


15/44

Ballymoney

Moyle

Larne

Antrim

Lisburn

Belfast

12

3

4

Ards

DownBanbridge

1 Carrickfergus2 Newtownabbey3 Castlereagh4 North Down

Newry & Mourne

Armagh

CraigavonDungannon

Fermanagh

Omagh

Cookstown

MagherafeltStrabane

DerryLimavady

Coleraine

Ballymena

13



The Optimum Estates Solutions

Current position 11 sitesCurrent Northern IrelandDistrict Council Areas.

Proposed position 4 sitesOne within each proposedDistrict Council Area, subjectto outline business case.

Ballymena

Ballymoney

Moyle

Larne

Antrim

Lisburn

Belfast

12

3

4

Ards

DownBanbridge

1 Carrickfergus2 Newtownabbey3 Castlereagh4 North Down

Newry & Mourne

Armagh

CraigavonDungannon

Fermanagh

Omagh

Cookstown

MagherafeltStrabane

DerryLimavady

Coleraine

Proposed plan

Phase 1 Antrim campus closure. Larne campus withdrawal.

Felden campus is closing inSeptember 2010, as already planned, andnon-operational Portrush campus will close.

Phase 3 Ballymoney campus and Coleraine campus will be replaced

by one new build in the Council Area. Ballymena: 3 sites will be replaced by 1 new build. Magherafelt campus and newly refurbished and extended

Newtownabbey campus will remain.


16/44

14



Phase 1 proposals

Curriculum Proposal 1: Change Special Needs Training programme

to Further Education provision

Proposal 2: Change Level 2 Training Engineering to FEin Coleraine Campus

Proposal 3: Discontinue full-time A level provision Proposal 4: Rationalise FE Catering provision from

3 sites to 2 Newtownabbey based provisionto be discontinued

Proposal 5: Increase Entitlement Framework (EF)rate per hour

Proposal 6: Improve retention and achievement Proposal 7: Withdraw from non vocational EF Proposal 8: Withdraw from Painting & Decorating Training

Proposal 9: Withdraw from Motor Vehicle Training inColeraine Campus Proposal 10: Expand provision in Priority Skills Areas

Estate Proposal 1: Withdrawal from Larne Campus Proposal 2: Close Antrim Proposal 3: Restricted opening hours

Efficiencies Age related retirements Support department efficiencies

The College will evaluate progress at the end of Phase 1and will re-assess the projected outcome and hencesavings/actions required for Phase 2.

Phase 2 Review of the effect of public funding in achieving the

outcomes of Phase 1 proposals; Income generation; Further efficiency measures.

Phase 3 Implementation of overall estate solution.

Business Improvement Plan Proposals


17/44

15



Financial Projections

(2,000)

1,000

2,000

3,000

4,000

5,000

6,000

7,000

(1,000)

0

2008 2009 2010 2011 2012 2013 2014 2015 2016

Income & Expenditure Account

Income & Expenditure Reserve

000

Cash

(12,000)

(6,000)

(4,000)

(2,000)

0

2,000

4,000

6,000

(10,000)

(8,000)

2008 2009 2010 2011 2012 2013 2014 2015 2016

Income & Expenditure Reserve BIP

Income & Expenditure Reserve No BIP

000

Effect of BIP on Income and Expenditure Reserves

Projections with BIP


18/44

16



Curriculum proposal 1

Change Special NeedsTraining programme toFurther Education provision

Delivery of provision tostudents with specialeducation needs, currentlyunder the Training model,is generating a loss ofapproximately 198k perannum. This provision is beingfinancially supported by otherprovision within the College.

This proposal recommendsrecruiting the September2010 cohort under the FurtherEducation (FE) funding stream,rather than the currentTraining programme.Existing students in year 1,2 and 3 will complete theircurrent courses under theTraining programme.

The FE route will enable NRCto continue to deliver the levelof Special Needs provision

under a more financiallysustainable model.

The FE model can be morebeneficial for learners due tothe following factors: FE learners' families may

be eligible for child benefitpayments and anEducational MaintenanceAllowance for the learner;

work placement is not amandatory part of theprogramme; this can suitsome learners for whomwork placements aredaunting.

It is envisaged that savings willbe realised through areduction in the number oflecturing staff hours required.The action plan to achieve

these savings will beimplemented throughestablished College staffingpolicies and procedures.


Level 2 Training Engineeringto FE (Coleraine Campus)

This course is currentlyresulting in a gross loss ofapproximately 18k perannum under the Trainingprogramme. The FE modelwill be a more financiallysustainable model of delivery.

This proposal recommendschanging Level 2 TrainingEngineering provision to the

First Diploma (FE Model) in theColeraine campus. This willcomprise recruitment to FirstDiploma in September 2010and the phasing out of theTraining model by August2011. Recruitment to FE hasbeen attractive to students inprevious years.

The phasing out of Trainingresults in the following:

No intake to TrainingEngineering in September2010 in the Colerainecampus;

Programme LedApprentices (PLA) year 2delivered in 2010/11;

No Training Engineeringfrom September 2011.

It is envisaged that this

proposal will not have anyimpact on staffing levels.

PHASE 1 PROPOSALS (2010-2012)


19/44

17




Discontinue full-timeA level provision

A level provision does notfit within the NRC focus onvocational education. Lowachievement rates contributeto the conclusion that studentsfollowing A levels would bebetter served in alternativevocational provision.

This proposal recommendsremoval of full time A level

provision from September2010. There will be no AS levelintake in September 2010 andthe current year 1 AS studentswill not be offered progressionto A2 level. These studentswere advised on recruitment tothe AS programme inSeptember 2009 thatprogression to A2 level couldnot be guaranteed.

It is envisaged that savings willbe realised through areduction in staffing hoursrequired. The action plan toachieve these savings will beimplemented throughestablished College staffingpolicies and procedures.


Rationalise FE Cateringprovision from 3 sites to 2 Newtownabbey to be

discontinued

Catering provision is to berationalised to dedicatedcentres for Catering andHospitality, and linked toTourism provision. Ballymenaand Ballymoney are thepreferred locations pendingthe provision of new buildingsbut ultimately provision in the

northern part of the Collegesarea would be housed in a newbuilding in Coleraine.

This proposal recommendsthat full time provision at theNewtownabbey site ceases inSeptember 2010, with parttime provision, special needsand EF provision continuing forthe time being (to be reviewedeach year as part of

curriculum review).

It is envisaged that this optionwill lead to a reduction inlecturing and support staffhours. The action plan toachieve this reduction will beimplemented throughestablished College staffingpolicies and procedures.


Increase EntitlementFramework rate per hour

This proposal recommendsan increase in the rate perhour charged for EntitlementFramework (EF). The recentdecision at a sector level toincrease this from 65 to 70per hour has been takeninto account.

The course costing modelshows that EF, after all

costs/overheads, shows anet loss of 825k. However,Entitlement Frameworkprovision is strategicallyimportant to the College andthe learning partnerships itworks with, as it helps toprovide the choice ofprofessional and technicalsubjects required byGovernment policy for 14-19year olds.

Participation in area basedplanning and delivery of theEF enables NRC to promotemarket opportunities at post16, further education, and post18 higher education in a rangeof vocational areas thuscontributing to enhancedrecruitment.

It is envisaged that thisproposal will not have anyimpact on staffing levels.


20/44

18




Improve retention andachievement

As part of the focus onimproving quality of thestudent experience, the NRCaims to increase studentretention and achievement.Improved retention rates willhave a positive impact for thelearners and improvedretention should result inbetter overall achievement,qualifications and

employability for those whowould have previously left priorto completion of the course.

The Training funding modelincludes an element of outputrelated funding, thereforeimproving retention andachievement College wide,including for students on theTraining programmes, cangenerate additional income.

However, the currenteconomic climate is creatingsignificant difficulties insecuring Training relatedplacements. This thereforeposes a risk to the retentionand achievement improvementtarget.

It is envisaged that thisproposal will not have any

impact on staffing levels.


Withdraw from nonvocational EF

The trends in most EntitlementFramework programmes arefor sustained and continuedgrowth. However, an area ofvulnerability is the non-vocational A level provisionwhere the College can be indirect competition withschools. A strategic focus onvocational areas that theschools do not offer will be

adopted in the future.

This proposal recommendsprioritisation of vocational (ieprofessional and technical) andwithdrawal from all non-vocational EF areas. There willbe no further recruitment toEF A Level Psychology fromJune 2011.

It is envisaged that savings

will be realised through areduction in staffing hoursrequired. The action plan toachieve these savings will beimplemented throughestablished College staffingpolicies and procedures.


Withdraw from Painting &Decorating training

This proposal recommendswithdrawal from Painting &Decorating, presently onlyoffered at the Ballymoneycampus. There will be norecruitment to Painting andDecorating from September2010. The existing ProgrammeLed Apprentices will requireprogression to year 2 and theprovision will cease post their

completion of the course inAugust 2011.

This is a vulnerable curriculumarea, enrolments have beensubject to fluctuation andviability is usually dependentupon amalgamation ofdifferent year groups.

EF learners can be recruitedin September 2010 but from

September 2011 they will beredirected to another tradearea at the campus.

The proposal identifies aredundant staff post. Theaction plan to achieve thissaving will be implementedthrough established Collegestaffing policies andprocedures.


21/44

19




Withdraw from Motor VehicleTraining in Coleraine

This proposal recommendswithdrawal from Motor Vehicletraining provision in theColeraine campus.

The workshop does not havethe required equipment toallow learners progression tothe higher levels and is in needof investment which cannot bejustified on the basis of the

annual income generated.It is proposed that motorvehicle will be rationalised tofewer specialist sites withinthe overall estate solution.

Implementation of thisproposal will thereforecomprise the following: No student intake to

Training Motor Vehicle inColeraine in September

2010 (students redirected toMotor Vehicle inBallymena/Newtownabbey,where possible);

Progression route for PLAyear 2 will be provided inSeptember 2010;

From September 2011,there will be no MotorVehicle provision inColeraine.

NRC is currently the onlyCollege providing MotorVehicle Training in the North

East of the Provence. Everyeffort will be made to redirectthe students to Ballymenawhere possible.

It is envisaged that savingswill be realised through areduction in lecturing andsupport staffing hoursrequired. The action plan toachieve these savings will beimplemented throughestablished College staffingpolicies and procedures.


Expand provision inPriority Skills Areas

Earlier curriculum proposalshave enabled release offunding for expansion inpriority skills areas. This willallow the College to focus onstrategically important areasof curriculum delivery.

It is envisaged that thisproposal will not have anyimpact on staffing levels.


22/44

20



Estate proposal 1

Withdrawal from currentLarne campus

This proposal recommendsrelocation of provisioncurrently delivered in theLarne campus to otherlocations.

Full time provision will be re-directed to Ballymena/Newtownabbey in September2010 with part time relocatingin September 2011 enabling

full withdrawal from June 2011.

Enrolments are vulnerable tofurther decline. The limitedcurriculum offering is unlikelyto be attractive to students inthe long term.

The College wishes to continueto provide support andprovision through localeconomic engagement, linkswith businesses, schools andthe community in Larne.

There is excess capacity inestate: Larne room utilisationis low 23% 9am to 4pm.However,the building is fit forpurpose and in good condition.The option of sub-leasingand/or adoption of a shared

space strategy may resultin a financially viable modeland these options are beingexplored with strategicpartners. If suitable alternative

use of the building is notestablished by June 2011the campus would close.

The proposal identifies fourredundant staff posts. Theaction plan to achieve thesesavings will be implementedthrough established Collegestaffing policies andprocedures.

The impact on the nurseryfacilities at Larne is beingconsidered.

There has been a significantreduction in enrolments overthe last three years:

FY08: 713 part time; 36 full time; 86 ES/Training = Total 835

FY09: 403 part time; 23 full time; 63 ES/Training = Total 489 (41% decline)

FY10: 258 part time; 31 full time; 86 ES/Training = Total 375 (23% decline)

Detailed Estates proposals


23/44

21



Estate proposal 2

Close current Antrim campus

This proposal recommends

closure of Antrim by June 2011with relocation of students andprovision to other campusesand with consideration of moreappropriate premisesinfrastructure to fulfil learners'needs. Some full timeprovision in September 2010will be redirected to othercampuses with all provisionrelocating by September 2011.

The campus will effectivelyclose in June 2011.

The College wishes to continueto provide support andprovision through localeconomic engagement, linkswith businesses, schools andthe community in Antrimthrough the use of premises ofstrategic partners.

Enrolments are, however,vulnerable to further declineas Belfast MetropolitanCollege has more directtransport links and wider

provision available. Relocationof provision, particularly toNewtownabbey, would besupported by the negotiating ofimproved travel with Translink.

The building is not fit forpurpose (requires significantinfrastructure investment) noris it in good condition. TheCollege is at risk of challengein relation to DDA compliance(Disability Discrimination Act).Total estate and IT investmentrequired to bring the buildingto the required standard isc1.95 million. As this campusalready makes a negativefinancial contribution, thisinvestment cannot be justified.

There is excess capacity inestates: Antrim roomutilisation is low 27% 9amto 4pm. Relocation of provisionwill result in a requirement

for additional IT suites inNewtownabbey/Ballymena.IT suites are currently underdemand pressure and thiswill further add to the existingtimetabling pressures.

The proposal would identifyeighteen redundant staff posts.The action plan to achievethese savings will beimplemented throughestablished College staffingpolicies and procedures.

Newtownabbey and Antrimare within the one proposedcouncil area (RPA) thereforeclosure may fit with a potentialone campus per councilarea strategy.

There has been a significantreduction in enrolments inFY09 with some improvementin the current year:

FY08: 1,467 part time; 125 full time; 383 ES/Training/VEP = Total 1,975

FY09: 1,087 part time; 135 full time; 367 ES/Training/VEP = Total 1,589 (20% decline)

FY10: 973 part time; 215 full time; 501 ES/Training/VEP = Total 1,689 (20% increase,however, still not recovered to FY08 level)


24/44

22



Estate proposal 3

Restricted opening hours

This proposal recommends

restriction of campus openinghours. The rationale is thatevening sessions can betimetabled to restricted daysimproving room utilisation onthose days, whilst saving costsby closing the campuses otherevenings. The restriction ofprovision to a reduced numberof days on the Antrim andLarne campuses, until

eventual closure, will alsoproduce an improved day timeutilisation rate for theremaining life of thesebuildings.

The restricted openings willapply in all campuses fromSeptember 2010,

It is envisaged that this optionwill lead to a reduction in

support staff hours. The actionplan to achieve this reductionwill be implemented throughestablished College staffingpolicies and procedures.

Detailed Efficiency measures

A number of efficiency

measures have been identifiedin 2009/10 in order to realisesavings in 2010/11 and beyond.These efficiencies are alreadybeing implemented butcontribute to the overallsavings required to achievefinancial stability.

Age related retirements

The College is currentlyimplementing the statutoryretirement procedure for thosewho have extended theircontracts beyond the age of65 and who are not inidentified key posts.

Support efficiencies

The College is introducing

a 2% efficiency target for allnon-teaching departments.This target will be met throughthe prioritisation of supportservices and not recruiting tovacant posts in the supportstaff structure.

Utilisation of lecturing staff

The College has set targets

to increase lecturing staffutilisation from 94% in 2009/10to 95% in 2010/11 and 96% in2011/12.


25/44

23



Phase 2 (20122014)

After the phase 1 curriculum,limited estate rationalisationand efficiencies have been

embedded and in light of thepublic funding available, theCollege will review themanagement and supportstructures to identify furthersavings. In addition, it isassumed that at this stageadditional income generationmay be more feasible,for example in economicengagement, fees

and charges.

Phase 3 (20142016)

This phase of the planassumes the overall estatesolution is implemented. This

proposes that the currentbuildings at Farm Lodge,Trostan Avenue and CafLamont are replaced by onenew building in the Ballymenaarea and the current buildingsin Coleraine and Ballymoneyare replaced by one newbuilding in the Coleraine area.The Strategic Outline Case forestates is in progress. Any

potential savings identifiedrelate to premises expenses(rates, heat & light,maintenance etc) andduplicated support services.

The full implications of thiscannot be assessed until amore detailed and specificaction plan is identified.However, redundancies areinevitable. Given the

timeframe, every effort willbe made to plan for theaccompanying curriculumrationalisation and staffingrestructure. Redundancies willbe kept to a minimumby managing staff reductionthrough natural leaversand redeployments.

The same issues raised forAntrim/Larne closures arelikely to apply to any further

rationalisation. The key issuesare the impact on the localcommunity, schools andbusinesses, transport linksto main campuses, linkswith area based planningand equity of provision acrossthe catchment area.

The overall result will be'fit for purpose' first classand well utilised facilitieswhich will improve theattractiveness of NRC tolearners and enhance thelearning experience.

PHASE 2 & 3 PROPOSALS


26/44

24




27/44

25



Section 3Equality Assessment


28/44

26



The proposals in thisdocument are in linewith key strategic driversdirecting the future of

Further and HigherEducations (as outlinedin Section 1). They areunderpinned by a body ofevidence based researchand earlier consultationwith a wide range ofstakeholders.

The Plan reviews Collegeprovision with a view to makingefficiency savings which, inturn, will facilitateimprovements. Given thechallenging nature of theproposed savings it is likelythat there will be differentialimpact on each of the Section75 grounds. However theCollege will seek to addressand mitigate differentialimpacts where identified.

This consultation document isthe first step in ensuring theCollege meets it Section 75equality obligations. Thecollege has screened all of itsBusiness Improvement planproposals. The table ,whichfollows, details the screeningoutcomes.

A screening process is usedto identify which policies ordecisions are likely to have asignificant/major impact on,or consequence for, people

including those in any of thenine specified equality groups.If it is decided that a policyor decision does havesignificant/major issuesrelating to equality, it is thennecessary to carry out a moredetailed exercise called anEquality Impact Assessment(EQIA). In some instances theissues will be complex and thefull impacts may be unknown,as such an EQIA is a way ofidentifying any equality andhuman rights implications.

It is not possible at the presenttime to predict the precisenature of the impact of theColleges proposals on each ofthe Section 75 grounds due tothe non availability of studentmonitoring data for all 9

equality categories. TheCollege intends to considermeasures to improve thecompleteness of student datain the future.

The College will work with keystakeholders, students, staffand unions to mitigate anypotential adverse effectsas a consequence of the

implementation of itsproposals.

This consultation documentand the Colleges commitmentto conducting EQIAs isevidence of the Collegescommitment to ensuring thatit actively addresses itsequality, human rights, goodrelations and disabilityobligations.

The College invites views onthe screening assessment andwill consider all feedbackreceived during theconsultation period.

Equality Assessment


29/44

27



Proposal Description Section 75 Mitigating ScreeningImpact Factors Outcome

Curriculum Change Special Loss of training income. Training income may be replaced by Outproposal 1 Needs Training Loss of travel expenses Child Benefit Payments/EMA.

Provision to FE through training. May be replaced with Disabled studentsImpact on staff allowance, hardship fund or other

(see section at end of table) College assistance.Positive impact in terms of age as FE isopen to all age groups.

Curriculum Level 2 Training Loss of training income. Training income can be replaced by Outproposal 2 Engineering to FE Loss of travel expenses to Child Benefit Payments/EMA.

(Coleraine Campus) through training. May be replaced with Disabled studentsallowance, hardship fund or otherCollege assistance.Positive impact in terms of age as FE isopen to all age groups.

Curriculum Discontinue FT A Impact on staff Qualifications in vocational subjects offered Outproposal 3 level provision in (see section at end of table) to students as an alternative.

Newtownabbey Redirection of students to equivalentvocational courses.

Curriculum Rationalise FE Potential adverse impacts as Liaise with Translink re: transport links. Outproposal 4 Catering provision students may have to travel Travel allowances available to students

from 3 sites to 2 to Ballymena. with disabilities.Newtownabbey Impact on staff Viable class sizes in other campusesdiscontinued (see section at end of table) supported by continuing investment in

equipment. Focus on dedicatedcentres linked to tourism

Curriculum Increase EF rate No impact Sector wide agreement Outproposal 5 per hour

Curriculum Improve achievement No impact Quality Improvement Unit monitoring Outproposal 6 & retention implementation of retention and

achievement strategies.

Curriculum Withdraw from non Impact on staff Non-vocational offer may be delivered Outproposal 7 vocational EF (see section at end of table) by schools.

Curriculum Withdraw from Potential impact on young males. Small cohort of students. Outproposal 8 Training Painting & Impact on staff Redirection to other related vocational areas.

Decorating (see section at end of table) No P&D offered in NRC geographical area,but is offered by private training providers.

Curriculum Withdraw from Potential impact on young males. Small cohort of students. Outproposal 9 Training Motor Impact on staff Redirection of students to alternative

Vehicle in Coleraine (see section at end of table) vocational courses or other campuses.Liaise with Translink re: transport linksClasses in other campuses supportedby continuing investment in specialistequipment.

Curriculum Expand provision No impact Focus of provision on priority skills areas. Outproposal 10 in priority

skill areas


30/44

28



Proposal Description Section 75 Mitigating ScreeningImpact Factors Outcome

Estate Close Larne Potential adverse impacts on Relocation of FT students to Newtownabbey EQIAproposal 1 staff, students and potential or Ballymena campuses. Some PT provision

students in community. through partnerships with CommunityTo be assessed further in EQIA. organisations. May be opportunity to redeploy

staff to other campuses. Action plan developedto redirect students to alternative vocationalcourses/sites. Liaise with Translink re:transport links.

Estate Close Antrim Potential adverse impacts on Relocation of FT students to Newtownabbey EQIAproposal 2 staff, students and potential or Ballymena campuses. Some PT provision

students in community. To be through partnerships with Communityassessed further in EQIA. organisations. Provision to schools delivered

through strategic partnerships. May beopportunity to redeploy some staff to othercampuses Action plan developed to redirectstudents to alternative vocational courses/sites.Liaise with Translink re: transport links.

Estate Restricted opening Impact on staff Current provision delivered in more efficient Outproposal 3 hours (see section at end of table) manner. Staff changes dealt with through

redeployment of permanent staff to postscurrently filled in temporary contract.

Staff Impact We recognise there may be As part of the College measures inpotential adverse impacts on implementing these proposals we will takescertain Section 75 groups where steps to mitigate its effects e.g. flexiblereduction in staff is identified. working, reasonable adjustments, travel

arrangements, redeployments and transfers.The current use of agency and short termfixed contract staff across all campuses willincrease the opportunity for redeployment ofpermanent staff and potentially avoidredundancies. All changes to staffing levelswill be implemented through establishedCollege staffing policies and procedures.


31/44

29



Section 4Consultation Timescale


32/44

30



Week Commencing Revised Consultation Schedule

3 May 2010 Consultation Phase beginsMeet with College Management TeamMeeting with recognised Trade Unions

10 May 2010 Staff meetings by campus and specific groups of staffConsultation documentation to be uploaded to staff intranetMeet with identified MPsConsultation letters sent to key stakeholders

17 May 2010 Consultation documentation to be uploaded to websiteMeet with key stakeholders in Antrim and Larne, includingschool partnership and Council representatives

24 May 2010 Consultation on-going

31 May 2010 Consultation on-goingMeet with MLAs by constituency groupingEQIA Consultation commences

07 June 2010 Consultation on-goingGoverning Body MeetingLecturing staff consultative meeting

14 June 2010 Consultation on-goingPlanned meetings with Council representativesSupport staff consultative meetingPublic exhibitions (provisional)

21 June 2010 Consultation on-goingPublic exhibitions (provisional)

28 June 2010 Consultation on-going

05 July 2010 Consultation on-going

12 July 2010 July Holidays

19 July 2010 Final comments from consultation collated

26 July 2010 Final proposals to be drafted

02 August 2010 Final proposals to be drafted

09 August 2010 Final proposals to be drafted

16 August 2010 Consultation on-goingSpecial Governing Body meeting to considerconsultation responsesNRC Management meeting

23 August 2010 NRC Staff meetingsFinal plan publishedEQIA published

30 August 2010 10/11 Academic Year begins

BIP Consultation

A full consultation is being conducted prior to finalisation of proposals and implementation.The table below outlines the proposed Consultation Phase timeframe:


33/44

Section 5Consultation Response Form

31




34/44


35/44


36/44

ii

Business Improvement Plan | Consultation Response Form

Please

cutal

ong

the

dotted

line.

1 Views are invited on the proposal to change delivery of the Special Needs Trainingprogramme to Further Education provision

Comments

2 Views are invited on the proposal to change delivery of Level 2 Training Engineering toFE in Coleraine campus

Comments

3 Views are invited on the proposal to discontinue A level provision in theNewtownabbey campus

Comments


37/44

iii


Please

cutal

ong

the

dotted

line.

4 Views are invited on the proposal to rationalise FE Catering provision from 3 sites to 2 Newtownabbey based provision to be discontinued

Comments

Do you think provision should be discontinued at the

Ballymena campus yes/no*

Ballymoney campus yes/no*

* Delete as appropriate

rather than the Newtownabbey campus?Please give rationale

5 Views are invited on the proposal to increase Entitlement Framework (EF) rate per hour

Comments


38/44

iv


Please

cutal

ong

the

dotted

line.

6 Views are invited on the proposal to improve retention and achievement

Comments

7 Views are invited on the proposal to withdraw from non vocational EF

Comments

8 Views are invited on the proposal to withdraw from Painting & Decorating training

Comments


39/44

v


Please

cutal

ong

the

dotted

line.

9 Views are invited on the proposal to withdraw from Training Motor Vehicle in Coleraine Campus

Comments

10 Views are invited on the proposal to expand provision in Priority Skills areas

Comments

11 Views are invited on the proposal to withdraw from the current Larne campus

Comments


40/44

vi


Please

cutal

ong

the

dotted

line.

12 Views are invited on the proposal to close the current Antrim campus

Comments

13 Views are invited on the proposal to restrict opening hours on all campuses

Comments

General Comments


41/44


Please

cutal

ong

the

dotted

line.

Do you consider that any aspect of the Business Improvement Plan will impact adversely on peoplein the Section 75 equality groups? If so please tell us:

Thank you for taking the time to respond to this consultation process.

Proposal description Which groups you How you think these Can you suggest anythink the plan will groups would be measures/action whichaffect? adversely affected? may help to mitigate or

minimise any potentialadverse impact?


42/44

viii


Please

cutal

ong

the

dotted

line.

College Response and Freedom of Information Act (2000)

The Northern Regional College will publish an anonymisedsummary of the responses received to our consultation process.However, under the Freedom of Information Act (FOIA) 2000,

particular responses may be disclosed on request, unless anexemption(s) under the legislation applies.

Under the FOIA anyone has right to request access toinformation held by public authorities; the NRC is such a publicbody. College decisions in relation to the release of informationthat the College holds are governed by various pieces oflegislation, and as such the College cannot automaticallyconsider responses received as part of any consultation processas exempt. However, confidentiality issues will be carefullyconsidered before any disclosures are made.

FREEDOM OF INFORMATION ACT 2000 CONFIDENTIALITY OF CONSULTATIONS


43/44


44/44

Equality Statement

The Northern Regional College is committed tothe promotion of equality of opportunity in all ofits activities. We aim to ensure that we provide asupportive, fair, inclusive and welcoming environmentfor all staff, students and visitors free from any formof discrimination or harassment.

nrc consult doc

Documents