The document details the improvement in line management capabilities at Grimsby Institute under Peter J. Barnard's leadership from 2001 to 2009, highlighting significant enhancements in staff communication, management training, and sickness absence rates. The institute transitioned from an average-performing organization with high turnover to a successful institution with numerous awards and a focus on employee health and wellbeing. Key results include a reduction in sickness absence from 3.6% in 2001 to 1.18% in 2009 and notable improvements in teaching quality and employee engagement.

1. Peter J Barnard 11 th June 2009 misc`1298 Improving Line Management Capability – The Grimsby Institute Story Peter J Barnard Registrar

2. Grimsby College in 2001 Averagely performing college Little to celebrate and no public celebrations 1000 employees Turnover of c£17m Communication with employees via trade unions Sickness absence: 3.6% Peter J Barnard 11 th June 2009 misc`1298

3. Grimsby Institute in 2009 1500 staff Turnover of over £44m Communication with employees via (elected) Staff Council Successful internal communications Many national and regional awards Frequent celebrations of success Sickness absence: 1.18% in 2007/08 (2.61 lost working days pa/employee) 46% of staff had no sickness absence in 2008 Peter J Barnard 11 th June 2009 misc`1298

4. Grimsby Institute Mission and Values Mission Statement To be a world class, customer focused and dynamic provider of learning and skills Core Purpose The Institute is a dynamic organisation that prides itself in making a difference by enabling individuals, organisations and communities locally, regionally and through our work in other parts of the UK and overseas to fulfil their potential. Institute Values Our learners and customers are paramount Strive to provide excellence in all we do Working together, with mutual respect and support Acting with integrity at all times Peter J Barnard 11 th June 2009 misc`1298

5. Getting Managers to Manage Centralistic control? Distributed Leadership Model? Arrival of new Chief Executive in 2001 Common threads - Ambition and Expectation - Culture - Freedom and Creativity - Public Profile - Financial Success Peter J Barnard 11 th June 2009 misc`1298

6. Our Management Team Very stable senior management team Fairly stable academic management team Very stable junior management team What does stability bring? What are the limitations from stability? Why have the leavers left? Peter J Barnard 11 th June 2009 misc`1298

7. Developing Managers Management training Changing individual portfolios Aspiring Managers Programme Peter J Barnard 11 th June 2009 misc`1298

8. Managing Sickness Absence Context Choosing Health – White Paper Our Aim Keeping our staff fit, healthy and at work Our Actions Prevent absence If employee goes off sick, work to accelerate their return to work Peter J Barnard 11 th June 2009 misc`1298

9. Developing Managers’ Capability to Manage Absence Procedures fit for purpose Managers told to do their job Managers trained and supported to … Peter J Barnard 11 th June 2009 misc`1298

10. Results Lost working days have reduced 2004/05 1.62% 3.60 days/person pa 2005/06 1.63% 3.60 days/person pa 2006/07 1.31% 3.23 days/person pa 2007/08 1.18% 2.61 days/person pa Staff with no sickness absence: numbers have increased 2005 26% 2006 37% 2007 35% 2008 46% Peter J Barnard 11 th June 2009 misc`1298

11. Other Results Improvements in Peter J Barnard 11 th June 2009 misc`1298 Average no days/per episode: 2006/07 2007/08 MSD 10.9 9.4 Stress 13.4 10.0 MSD absence : Days lost % sick days % working days 2004/05 737 16.8% 0.27% 2005/06 620 13.77% 0.22% 2006/07 634 14.86% 0.21% 2007/08 386 10.14% 0.12% Stress absence : Days lost % sick days % working days 2004/05 696 15.87% 0.25% 2005/06 894 19.86% 0.32% 2006/07 590 13.83% 0.20% 2007/08 302 7.93% 0.09%

12. Other Results cont … Improvements in Peter J Barnard 11 th June 2009 misc`1298 Accidents at work: Accidents No of staff injured % staff over all accidents 2004/05 424 2005/06 308 68 staff 22.07% 2006/07 294 43 staff 14.62% 2007/08 301 60 staff 19.93%

13. Other Results Quality of Teaching - An Improving Picture Ofsted 2005 - Good or better teaching = 47.5% - Inadequate teaching = 14.6% Internal Inspection 2006 - Good or better teaching = 60.1% - Inadequate teaching = 9.5% Internal Inspection 2007/08 - Good or better teaching = 68.1% - Inadequate teaching = 6.9% Ofsted November 2007 - No inadequate teaching observed - Joint lesson observations carried out by Inspector and internal observers showed close agreement on all aspects of lessons observed Ofsted 2003 Leadership & Management – Grade 2 No Grade 1’s 2007 Leadership & Management – Grade 2 Social Inclusion - Grade 1 Being Healthy under Every Child Matters – Grade 1 Peter J Barnard 11 th June 2009 misc`1298

14. National Awards Won in 2008 AoC Winner of the Health & Safety Champions Award (2008) Employee Benefits Magazine Finalist for most effective healthcare and wellbeing strategy (2008) Finalist for benefits team of the year – Health & Wellbeing Team (2008) Finalist for compensation and benefits professional of the year – Peter Barnard (2008) Winner for most effective sickness absence management strategy (2008) Winner of the Grand Prix Award (2008) Business in the Community Big Tick Award for Health and Wellbeing (2008) National Business Awards Winner of the Orange National Business Award for Health, Work and Wellbeing (2008) Peter J Barnard 11 th June 2009 misc`1298

15. Thank you [email_address] 01472 311206 Peter J Barnard 11 th June 2009 misc`1298