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PlaceEXPO Building for Education: Kerrie Norman, Flinders Chase
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PlaceEXPO Building for Education: Kerrie Norman, Flinders Chase

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Kerrie Norman, director at Flinders Chase, education development consultancy

Kerrie Norman, director at Flinders Chase, education development consultancy


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  • 1.  Kerrie Norman  PD and Client for 37 Schools, Academies, UTCs & Free Schools in 18 different Local Authorities  Programme Director for over 200 Academies, £1.7bn Primary Capital Programme and Phase 1 UTC programme  Design & Procurement Lead for the Education Capital Review  Private Sector  Local Authority  Central Govt  Private Sector  Navigate through the Capital Funding System  How we can use the system to generate maximum value for all  Closer look at one form of new provision  University Technical Colleges Introduction
  • 2.  £21 billion Education Capital Funding in the Last CSR Period (to 2010-2011)  £7 billion in 2010  Around £5bn - £6bn in the current financial year Education Capital Funding
  • 3. Strategic Devolved Targeted Building Schools for the Future Basic Need Targeted Capital Fund (pre-BSF) Primary Capital Programme Maintenance/ Modernisation Minister Priorities (i.e. kitchens, musical instruments, diplomas, playbuilder, etc.) LCVAP Devolved Formula Capital (DFC) 2010 Capital Funding Streams
  • 4. Capital Review Headlines  67,000,000m2 of Education Buildings (not FE or HE)  £50 billion to £100 billion in backlog maintenance  At least 229 different Frameworks & Delivery vehicles  £10k to £50k per pupil for new primary places
  • 5. How it Might Have Looked Single capital funding regime based on evidence of condition and demographic data Local Panel Condition Demographics Funding Algorithm Central Gov (Education Providers) Local Plan Individual Education Providers New Provision Major Maintenance Refurb & Redevelopment Feasibility Studies Continuous Information
  • 6. Reality Devolved Targeted Basic Need Free Schools Maintenance University Technical Colleges LCVAP Studio Schools Devolved Formula Capital (80% reduction) Academies Capital Maintenance Fund  Local Authorities retain a Statutory Duty to provide pupil places  Only new Academies can be established
  • 7. Reality  Fragmented system of provision and capital funding  Unclear delivery pipeline and private sector drain  Patchy value for money  Lack of Client Capacity & Insularity
  • 8. Opportunities  Local Areas  Local Panels  Area Strategies (Provision & Estates)  Match Demand/Projections  Provision  Lever Additional Targeted Funding and Investment  Engage Appropriate Specialists
  • 9. University Technical Colleges  New 14 to 19 Academies  1 University & Employers  At least 1 Technical Specialism  08:30 to 17:00 and Extended Academic Year  Approximately 16 open and 34 in pre- opening
  • 10. UTC Opportunities  Huge Potential as a Concept  Clear pathways to HE and Employment  Academic Quals + Relevant Technical Skills  Student Recruitment for Higher Education  Skilled Local Talent for Employers
  • 11. UTCs – Current Picture  Early picture is mixed  3 have received full Ofsted Inspections  2 Require Improvement  1 Special Measures  Most have under-recruited  2013 Openers are stronger  Several Studio Schools Closing
  • 12. UTCs and New Provision  It is a NEW Business with No Track Record  Advantages to Students must be Clear  Sponsor & Partner Group Cohesion  Suitability of Staff Appointments  Vested Interests
  • 13. Common Success Factors  Need and Demand is Clear  The University Sponsor is ALL IN  Student Experience, Pathways & Progression  Local Authority is supportive & involved  GCSEs/A Levels + Foundation Degrees/HNCs + Technical Qualifications
  • 14. What about the Buildings?  Challenging budgets, programmes & processes  £1,094/m2 (Build) and 22 to 26 weeks procurement  Optimum procurement routes (competition & fixed rates)  Agree realistic sites pre-application  High quality & experienced Advisors
  • 15. The Future  Significant funding available  System will remain fragmented  Maintain high ambition  Opportunities to self-organise and upscale plans  Resistance to insularity  Advisors, procurement models, designs