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The Future of Community Learning The story so far and some options ahead North Yorkshire Community Learning Partnership June 2014 Jon Gamble.

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Presentation on theme: "The Future of Community Learning The story so far and some options ahead North Yorkshire Community Learning Partnership June 2014 Jon Gamble."— Presentation transcript:

1 The Future of Community Learning The story so far and some options ahead North Yorkshire Community Learning Partnership June 2014 Jon Gamble

2 Key principles underpinning Community Learning now and in the future: Evolution not revolution - Community Learning policy has evolved consistently – enabled the sector to build on progress year on year, maximise value for money and evidence impact Relative stability - Current policy objectives for Community Learning are fit for purpose now and in the years to come Value and relevance - Community Learning is a key part of the learning continuum – learning is at the core but it is deliberately distinct from yet complimentary to learning funded through the adult skills budget Principles (1)

3 Impact and return on investment are properly understood – concept and value is validated ‘Wiring’ should not distract from the core purpose of Community Learning - public funding has to be used efficaciously but no change to policy or process for change’s sake Proportionality is key in terms of expectations and requirements of the sector – but not at the expense of ambition Principles (2)

4 Value of Community Learning is not in question 2013/14 sees all 318 Community Learning providers beginning to work as the Community Learning Trust Pilots have done in 2012/13: –Locally-owned delivering networks - planning and partnerships at local level –Engagement with communities and stakeholders –Coherent and relevant offers for local areas –Public funding a starting point – ambition must cost more than public subsidy Need to capitalise on this to articulate and brand the role of Community Learning as a core asset for local communities What next?

5 Create a national brand / franchise for Community Learning Fund providers to operate a ‘branch of the franchise’ Key concept is that of a ‘Trust’ for local communities – a tangible entity / brand rather than formal Trust models Local delivery partnerships with a single brand and multiple entry points for learners Individual institutions’ offers should be secondary Proposition

6 ‘Franchises’ a mix of publicly and privately funded providers Public funding a contribution to an ambitious strategy Flexible, diverse, shaped by communities Sustainability at the core Adding value to local agendas – LEPs, City Deals etc – and supporting localism, community empowerment and public service reform Features

7 CSR settlement / single pot implications Budget currently distributed on an arbitrary and historic basis Leverage - provider performance neither rewarded nor penalised Improving efficacy of how money is spent whilst minimising bureaucracy and avoiding destabilisation One Agency – consistent and effective management of a flexible policy with little national prescription Challenges

8 Following CSR announcements: –Develop the concept of a national brand / franchise for Community Learning and work with BIS, stakeholders and the sector to shape this –Investigate options for how the £210m could be distributed differently – initially a provider neutral exercise? –Link the 2 pieces of work and agree how public funding is best deployed in pursuit of the objective – i.e. maximising funding for the best providers / franchises? Approach

9 Change the funding model: –Move to formula funding? – ASB approach –Social impact bond model? – private investment up front, public money paid on successful delivery of agreed outcomes –Fund / buy a plan? – contestability –Fund on the basis of outcomes? – agreed proportion paid upfront –Fund partnerships not individual institutions? – geographical funding model Some Options?

10 Provider selection and funding options: –Maintain status quo – continue to allocate the same amounts to the same providers? –Maintain current provider base and redistribute funding? –Maintain current provider base and top slice budget to allow new entrants / stimulate new activity? –Distribute funding on the basis of geographic need and then select/invite most appropriate providers? –Make 0 – 100% of the budget contestable and open to all providers on the Register? –Variations on all of the above? More Options?

11 And finally...


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