Leeds City College:
An LSIS Excellence Gateway case study
(Publication date: March 2011)
Overall Project Summary
To enhance and embed the Passport for Management programme, implemented in Autumn 2009 and aimed at existing, new and aspiring managers, through developing a fully integrated, holistic approach that:
The College was one of five providers in England who were successful in bidding for the LSIS project, ‘Developing and Sharing Effective Practice in Management Development’ in November 2010. The project timeline was December 2010 to February 2011 inclusive and the following chapters sum up the work specifically undertaken linked to this project. (NB. on each link below, ’click’ to go to that chapter).
- The Story So Far!
- Rising to the Challenge!
- Gift Wrapping the Package!
- Equality Ready Managers!
- What Managers Say!
- At What Cost!
- What’s Next!
The Context
In 2002, the government’s ‘Success for All’ strategy, aimed at reforming further education and training stated, ‘Good lecturers and trainers flourish where there is strong, visionary leadership and sound, supportive management.’ In CIPD’s 2009 Learning & Development survey, 81% of respondents viewed the development of leadership and management skills as most important in meeting business objectives in the next two years. Leadership and management is also one of the fundamental criteria in the Ofsted inspection framework and underpins the Investors in People Standard.
The Story So Far!
The creation of Leeds City College in April 2009, one of the largest further education colleges in the country, has resulted in major changes to roles, functions, structures, systems and processes. The need to support the further positive development of the merger and the period of transformational change in addition to building relationships across a merged organisation to foster a one college approach, was a main driver behind the development of the ‘Passport to Management programme’ recognising the key role of effective leadership and management in this process. The modules in the programme also cover key statutory areas where the College is required to be compliant in its practices.
In the words of Peter Roberts, the College’s Principal:
“Effective leadership and management are an integral part of Leeds City College. We are committed to continuously developing our management and leadership skills to secure the highest standards and value for money in a positive and supportive culture that aspires to excellence. The intention is to fully utilise staff skills in order to achieve our strategic aims. Passport for Management, a bespoke programme developed for new, existing and aspiring managers, incorporates a broad and balanced menu of development options that provides managers with the opportunity to develop and further enhance their knowledge, skills and behaviours to support the realisation of our vision.”
Initially twelve modules, the programme was further broadened in the summer of 2010 to incorporate 21 modules, 7 core and 14 optional, and renamed ‘Passport for Management.’ There is a prescribed criteria for the College’s 230 managers in terms of attendance and aspiring managers also have access to the programme.
| Core Modules | Optional Modules |
| 1. Recruitment and Selection | 8. Leadership |
| 2. Absence Management | 9. Strategic Planning |
| 3. Disciplinary and Grievance | 10. Managing Change |
| 4. The Finance Function – an Introduction | 11. People Management 1– Interpersonal Skills (Tetra Map) |
| 5. Health and Safety Awareness for Managers (online) | 12. People Management 2– Motivation & Team Building |
| 6. Equality & Diversity for Managers (online) | 13. People Management 3 – Emotional Intelligence |
| 7. Safer Recruitment (accredited 1-day course) | 14. Coaching & Mentoring (Part 1 & 2) |
Core Modules Optional Modules |
15. Stress Management |
| 16. Delivering Performance Reviews and Giving Constructive Feedback | |
| 17. Mediation Skills | |
| 18. NLP Introduction for Managers | |
| 19. Critical & Lateral Thinking Skills | |
| 20. Mental Health Awareness | |
| 21. Well Being Activity e.g. Tai Chi |
Rising to the Challenge!
The College is on a journey in terms of realising the overall aims of its management development project as outlined in the summary at the beginning of this case study. There have been and are ongoing challenges, some of which provided a focus for the actions undertaken as part of the LSIS project, particularly the need:
- to increase uptake of the programme through better promotion and packaging to managers - the purpose, benefits, requirements thereby also ensuring that investment is maximised.
- to ensure managers have up to date knowledge and understand their responsibilities in relation to recent equality legislation and public sector duties, particularly as equality is a limiting grade and a key aspect of leadership and management in the Common Inspection framework.
- to gauge management views on the programme, evidence its impact on management practice and behaviours as well as determine return on investment.
- to explore other management development initiatives/options that will encourage the sharing of best practice, enhance our internal capability and the application of learning from the Passport programme.
Gift Wrapping the Package!
The aim of this part of the project was to brand the programme, giving it its own identity, through providing managers with a new Passport for Management pack developed in-house with the support of the College’s Marketing department. The pack contains comprehensive information for managers about the programme, an authentic Passport style booklet to monitor attendance against the required criteria and a Manager’s Reflective CPD record to support reflection on the impact on practice of management development activities undertaken. Managers’ attendance against the required criteria is tracked and special labels with a Passport style stamp have been developed which managers will receive after attendance at a module and affix in their booklets to aid monitoring of their own attendance.
The Leeds City College Passport booklet
A challenge was deciding the most effective medium to launch the pack for maximum impact. It was felt that simply posting out the packs to managers would have the least effect. After evaluating various options, the pack will be launched to managers through management team meetings in April and May – taking advantage of the opportunity not only explain the purpose of the pack but also to consult with managers on a new Management Charter. The latter is based on the management development competencies launched in autumn 2010 that link to the Passport programme and reinforce the key role of managers as embodied in the Investors in People Standard.
Equality Ready Managers!
The aim of this part of the project was to pioneer a new equality and diversity online module for managers to ensure that they understand the implications of recent equality legislation, their responsibilities and the need to manage diversity effectively.
The module covers the Equality Act 2010 and public sector equality duties, emphasising the ‘protected characteristics,’ focuses on barriers to equality and diversity, incorporates key tips and guidelines for its promotion and links to the College’s equality policies and procedures. How the law applies in practice is explored through a range of case study situations particularly highlighting the impact of exclusion, stereotyping and discrimination on individuals, teams and the College. Ways to recognise, challenge and manage these issues are considered including a manager’s assessment of their own abilities in equality matters and an opportunity for action planning. Click on the link to experience a snapshot of the module: http://leedscc.demo.marshallacm.net.
Development of the module required a significant commitment from some key staff in the college with an initial commissioning process, drafting of an in-depth course outline, consultation with key staff members to support the creation of scenarios relevant to an FE setting, ongoing liaison/consultation with the provider as the module was built and testing/piloting. The College decided to use the current provider of its Equality Impact Assessment system and training module, Marshall ACM, who are at the forefront of online training provision to colleges and universities.
David Marshall, Chief Executive of Marshall ACM comments,
“We were delighted to partner with Leeds City College on this project. The client had a wealth of expertise for us to draw upon and our task was to make sure the product was built swiftly and to budget, which I am glad to say was achieved. The module is going to be a fantastic resource for managers on equality and diversity in the further education sector.”
The module will be launched in April 2011.
What Managers Say!
The aim of this part of the project was to evidence the programme’s impact on management practice and behaviours. A small group of existing and aspiring managers participated in video feedback giving examples of ways in which the programme has contributed to their development and effectiveness. Click on each of the boxes to hear manager’s views about the programme and some of its modules:
“I think the Passport to Management Programme is excellent because it sets out a broad and balanced menu of management and leadership opportunities to choose from over a realistic but specified time scale. I like the clear and well thought through process; you can see what is expected and build upon the modules one by one. I really enjoyed the Critical and Lateral Thinking skills module - I have applied the 'decision tree' process from this module within my work setting with specific reference to the STAR Centre Business Plan.”
Mark Curtis, Project Leader – Star Centre, Keighley Campus
At What Cost!
The aim of this part of the project was to develop an overall evaluation analysis that would support the exploration of return on investment for this and other training programmes or events where there is a significant investment or the events are of a high priority. The Training Evaluation & Analysis Form that was developed incorporates a range of data, both quantitative and qualitative. This was used to undertake an analysis of the autumn term 2010 Passport for Management modules. Key data from the analysis is highlighted below:
- 12 events (plus 1 cancelled), capacity 226, uptake 118 = 52.2%
- 5 internal & 7 external facilitators – base cost of £3125. Divided by 118 = £26.50 per head
- Level 1 Evaluations – 100% returns. Quality of training: Grade 1’s: 68%, Grade 2’s – 32% (criteria: all grade 1’s and 2’s = excellent value for money)
- Level 2 Evaluations – 49% returns. Overall impact of training: Grade 1’s – 27%, Grade 2’s – 51% (criteria: no lower than 60% for grade 1’s & 2’s = satisfactory value for money)
This showed that all participants (100% returns) engaged in evaluation of the autumn programme, provided valuable feedback and that value was added. However, although cost per head indicated good value for money, the analysis did highlight under usage of the programme - therefore the need for a reinforcement of the programme’s new requirements, better promotion and packaging and that underpinning aspects are still coming together. Factors during the autumn term such as restructuring of the Heads of Faculty/Department, a manager-led staff Development day in October which required considerable preparation and bad weather also impacted. Better promotion of the programme has increased uptake during the spring term 2011 and the enhancements developed as part of the LSIS project e.g. branding, will further support increased uptake. Please click on the link (click) to view the:
Training Evaluation & Analysis Form – Autumn 2010 Passport programme
Although Post Event Reflective evaluations (Level 2) were issued in January to ascertain impact on practice of autumn modules attended, there was only a 49% return. Reflection is regarded as an essential element of management practice, especially in an organisation where teachers are expected to be reflective practitioners, therefore leading by example. In the words of Osterman (1990): “Reflection is an essential part of the learning process because it results in making sense of or extracting meaning from the experience.” It was felt that it would be quite onerous for managers to fill in a form for every module they had attended and that a much more concise document could be used by managers to reflect on impact for a number of management development activities as well as prove a useful tool for discussion at appraisal. A new Manager’s Reflective CPD record was therefore developed to encourage self-reflection, please (click) on the link:
Manager’s Reflective CPD Record
What’s Next!
As part of the project action to explore other management development initiatives/options, some research was undertaken in relation to establishing an action learning approach and a suite of management resources.
Action learning
It was felt that this approach could particularly enhance internal capability and capacity and the application of learning from the Passport programme, bringing together small groups of managers (both academic and business support) to discuss key topics, gain feedback on alternative options, learn from reviewing approaches with colleagues in a ‘safe’ environment and facilitate collaborative and supportive relationships.
On investigating the process of action learning, some key learning points were:
- the importance of time factors and planning
- the need for senior management to champion the process
- the recruitment of internal facilitators that wish to embrace and commit to the role
- that action learning sets (ALS) should ideally comprise 6-8 managers and meet 3 times approximately 6 weeks apart.
The research undertaken highlighted that the recruitment and training of facilitators and establishment of ALS would not have been possible in the lifespan of the LSIS project nor ideally viable at a time of further restructure activities in the college. However, an external consultant, Mark Lewis, has been commissioned to deliver Action Learning Facilitator training in May (a full day) for up to 8 managers. The workshop will be split into two practical elements:
- the first, looking at the action learning process, the key roles and specific skill requirements of the facilitator
- the second, providing an opportunity for participants to work through the process experiencing first-hand the action learning set process and environment.
Participants ideally should have some experience of facilitating/coaching others individually or in small groups.
The Action Learning Cycle
Resources development
Some e-resource options were explored with a couple of external providers intended to provide managers with another method of development that would link to the management competencies and further embed and build on their learning from the Passport programme. However in the lifespan of the project, no suitable or affordable bespoke options were found. An important consideration was that this method of learning would not suit all managers and it was difficult to estimate the usage of such resources, particularly as the programme is currently not linked to an accreditation route which would potentially drive the use of a resources area. It was therefore decided to create our own Passport for Management resources site on the College’s Moodle system that would link to the management competencies. This is in its early stages of development – as below.
360 Degree Appraisal
Management development activities that support each of the College’s twelve management competencies have already been identified, some of which specifically link to modules in the Passport for Management programme. One of the next phases of the College’s management development project will consider the development of a 360 degree appraisal scheme for managers based on the twelve management competencies. Although some work has been done on developing this approach, due to the ongoing process of restructuring and organisational transformation at the college, the implementation of this will take place during the 2012 appraisal planning cycle (spring/summer) to allow time for review and consultation on the management competencies (on which the appraisal will be based), for the embedding of the new Management Charter and careful planning and piloting of the scheme. The scheme will further support the embedding of the Passport programme in that some activities identified in managers’ development plans will directly link to it.
Accreditation
Some initial options have been explored with one provider around accreditation in liaison with the College’s Business School. It was felt that full accreditation of the programme may not be an option but that managers could be offered a choice of a couple of specific accredited modules that complement the Passport programme which could be supported by the Business School. Further research is to be undertaken.
Dissemination
A presentation about the project was made on Wednesday 2nd March 2011 at a meeting of the AOC Yorkshire & Humber Staff Development Network. The key aspects of the project will also be covered in briefings delivered to managers across the college during May. Click on the link (click) to access the presentation:
AOC Staff Development Network Presentation – 2nd March 2011
Special thanks go to:
- John Maskrey, Multimedia & Assistive Technology Technician, LCC, for his support with production of the videos in addition to the managers who took part in the videos
- Graphics department, LCC, for their support with production of the Passport pack
- Jo Wormald, Staff Development LCC, for creation of the Moodle management resources site
- Marshall ACM for production of the equality ‘mini’ module
- Gail Lydon, LSIS consultant, for her input and guidance around the project
- Other colleagues from the Staff Development team
- Charlie Horton for the microsite.
Ann Sullivan
Staff Development Manager
Leeds City College
(March 2011)