Some New Ways of Working with Local Employers

1. Some New Ways of Working with Local Employers Andrew Summers Management Department Enterprise Champion summeraj@lsbu.ac.uk CIBS Seminar 8 May 2013

2. Outline • Why new ways of working are needed • Examples of what we have been doing • Challenges involved • Benefits to LSBU, students and to colleagues • What we are doing to develop an enterprise culture • Thoughts from the group

3. Why new ways of working? • Long record of providing quality certificated courses for London organisations • With employer’s changing needs and reducing budgets, we need to be more flexible and imaginative • With reduced conventional sources we have to find new funding streams

4. Example 1:Academic Partnership • Being an “Academic Partner” to quality assure training provided by other agencies • Involved some training the trainer • Advising on learning methods and provider suitability • Feedback to trainers • Evaluation of effectiveness

5. Example 2: Developing Bespoke Qualification • Worked in conjunction with SEE and London Councils • Created unique Postgrad. Cert. in Local Governance for Councillors • Validated programme • Ran two cohorts • Brought in range of external experts

6. Example 3: FHSC Collaboration FHSC have good working relations with NELFT, providing mental health nursing courses.

7. How NELFT project developed • Needs were increasingly for leadership and management • We sought to understand their needs and made a proposal • Two existing modules - one from FHSC and the other from BuS – each tailored to NELFT’s context. • A key theme as that a NELFT executive would contribute to each session

8. NELFT wanted flexibility regarding qualifications, LSBU credits, a CMI Certificate or none.

9. An impact evaluation • I undertook an evaluation of its impact • 77% said that it was useful in their current role • 62% believe it will improve their performance in a future NELFT role

10. Example 4: Executive Coaching • Two NHS contracts • Using our skills as coaches rather than direct educators or trainers • “Coaching is learning on the fast track” (Whitmore 2009) Whitmore, J. (2009) Coaching for Performance. GROWing human potential and purpose. The principles and practice of coaching and leadership. Fourth Edition. Nicholas Brealey Publishing

11. Example 5: Short Courses • Adapting an existing module • Providing a one or two day course • eg 1 Executive Coaching for a health trust • eg 2 Current variant on theme – Entrepreneurship module being delivered in-house flexibly to suit client

12. Example 6a: CMI Accreditation • Assessed portfolios prepared by employees of an insurance company • Awarded a CMI certificate • CMI verifies our assessment

13. Example 6b: CMI Accreditation • Participant attends series of development events organised by their own organisation • Then submits portfolio of evidence that they have met the learning outcomes of the CMI Level 3 Qualification

14. Example 6c: CMI Accreditation • Joint proposal with private health provider • They provide coaching training • LSBU assesses coaches’ portfolios • Awards CMI L5 Certificate in Management Coaching and Mentoring

15. Example 7: Open CPD Programme • LSBU develop a series of “micro-modules” • Based on sessions within existing Masters Modules • Aminimum of half-day duration • Each would attract a minimum of 2 Masters Level Credits • 30 credits worth of micro-modules = an LSBU Certificate of in Life Long Learning

16. Example 8: Management Consultancy • Contacts with employers has led to consultancy work • Management teams • Hospital medical consultants • Civil society organisations • Workshops for local councillors in community leadership

17. Example 9: KTPs • Lull after earlier successes • Signs that KTPs could be resuscitated

18. Example 10: In-house Masters • Used our NELFT success to talk with other organisations about meeting their leadership and management needs • Has led to an in-house Masters in Public Administration for

19. Example 11: Working Internationally • Helping a Moscow University set up a Health Sector MBA • Hosting their students on study tours • Running courses for Finance and HR Directors from Kazakh hospitals • Developing courses with other universities eg in China, Thailand, Cyprus and Czech Republic • MoU with organisation based in southern Africa for public sector programmes.

20. The Challenges 1 • Need a culture, backed by systems and delegated authorities, which prioritises process of winning contracts • Pricing via fECforms is not conducive to commercial practices • Success requires there to be systems in place for non-standard activity • Staff at all levels need to put developing new ways of working as a high priority

21. The Challenges 2 • A sales approach (or rolling out a successful package from elsewhere) does not work • Consulting skills to help the client understand their needs and create resourceful solutions • It is very unlike classroom teaching • Project managing IGA assignments is time-consuming and demanding • The university is not geared to Saturday working eg room booking, cleaning and catering

22. Benefits to LSBU & Students • New income streams • Enhanced reputation for imaginative delivery • Developing a network of high level contacts • Learning from live client issues • Realistic case studies

23. Benefits to Colleagues • Interest of working with organisations • Learning from them • Kudos with other staff and students • Case study material • Developing networks • Opportunities for research eg evaluation • VC Enterprise Awards • Potential additional income • Survival !!

24. Developing an Enterprise Culture • Working with Enterprise Dept • HoD and colleagues working on understanding issues • Met with VC • Working with central depts • Forthcoming MgmtDept meeting • Seek views of colleagues

25. Your Thoughts??