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

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

3. 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

4. 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

5. The Journey (June )
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

6. 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

7. 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)

8. The Journey ( ) 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

9. 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

10. 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

11. 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”

12. 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

13. 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