Showing posts with label richard freeman. Show all posts
Showing posts with label richard freeman. Show all posts

Friday, 13 November 2015

Reclaiming The Radical

At 13, I was a self-proclaimed ‘indie kid’, often to be found in the playground with a guitar and a book of poetry, spouting soundbites from philosophers that I didn’t fully understand. It felt important and it enabled me to belong to a ‘tribe’, while at the same time I could convince myself that I was unique. Looking back I can see that it was all a normal part of growing up, asserting my own identity, and finding like-minded people. It was also completely harmless.

Today as an educationalist, a parent, and a so-called ‘grown-up’, I keep my eyes open with a mix of nostalgia and curiosity for all the new tribes who will follow in the footsteps of the indie kids, townies, goths, crusties, and sk8ers that went before them, But I’m not sure that such tribes really exist anymore.

With the dawn of the social media age, the internet has broken apart the concept of ‘subculture’ so that everyone can simultaneously belong to every tribe and no tribe. Borders and boundaries are tumbling and the idea of identifying yourself in terms of a single music or fashion counterculture has become more mainstream than the mainstream itself. Everything seems to be a mash-up, and in that environment sometimes a clear message can appear especially seductive.

But my nostalgia for my own youth is increasingly tinged with something else: a worry that some young people today might not know how to belong to something anymore, or, indeed know where to belong. Whereas youth-focused subcultures used to put safe, local boundaries around teenagers’ natural need to rebel, the very essence of ‘belonging’ to something has changed in a world of 24-hour mobility, globalisation, and social networking. After all, why join a club when you can contact the entire world?

Today, if young people feel ‘other’, dispossessed, or different to the people around them, then the Web can offer an altogether different type of lifeline, one that takes them away from their immediate worlds, or connects them with radically different ones. Online platforms, gaming communities, fan groups, and more, may open up new avenues of friendship, sometimes with strangers in other parts of the world who appear to share common interests and passions.

Of course, that can be a wonderful thing, and vulnerable young people may discover a world of support and understanding rather than harm. But many internet safety specialists tell us that that the dispersed and amorphous nature of online communities can sometimes be used to hide very different agendas. Some experts warn that children are increasingly at risk of being lured towards extreme ideas and ideological kinships.

So how worried should we really be about some young people’s frustrations or anger being turned into something that is genuinely destructive to either themselves or to the people around them?

The ‘radicalisation’ of disaffected young people often occurs when the immediate mainstream feels alien to them, while a community elsewhere – with its promise of thousands of like-minded people – appears to offer easy answers to big questions. The construction of fundamentalist politics and beliefs sits much more easily at the centre of that perfect storm of private disaffection and external allure than it does in any other scenario.

It’s important to emphasise that all political viewpoints, faiths, and belief systems have their extreme proponents, and in today’s world of fast news and easy social shares, it’s easy to mistake the extreme as representing the centre or the majority. Sometimes young people make that mistake too.

Radicalisation, then, is not the preserve of any one political or religious movement, or of any one belief system or community. But the more conservatively fundamentalist that any viewpoint is, ironically the bigger the change from the status quo it offers, or demands. No wonder that children and young people (and within that, we know that BAME and looked after children even more so) are often at the greatest risk from any such message, especially if it is one of hatred of the people around them. 

To say that the fear and prevention of radicalisation is a political hot potato at the moment is an understatement, particularly for anyone whose job is to teach and care for young people. It’s a stark reality that in a very small, but serious, number of cases, the lure of various ideologies has resulted in people uprooting themselves to follow the promise of a different life, in some cases fighting for causes that value the brutal subjugation of dissent. Nobody pretends that our own society is perfect, but some teenagers’ disaffection makes it easier for others to attach a hate-filled or violent viewpoint to young people’s commonplace desire for change.

The Home Office and Ofsted are particularly keen to roll out the Prevent Agenda, a set of safeguarding duties that legally oblige education and youth support services to look out for and report any signs that suggest an individual in their care may be being ‘radicalised’.

In Sussex, where I live, there are some particular areas of concern with small networks of young people turning openly to hateful and righteous messages online. Social networks are an unparalleled tool for spreading a message quickly, but once it is out there is no taking it back – a lesson that many teenagers are still learning the hard way.

Safeguarding has, and always will be, paramount to those teaching children and young people, but this environment is certainly presenting some new challenges. Some education providers – mainly FE colleges and independent training providers – have already had their inspection grades reduced because their internal Prevent Agenda strategy has been underdeveloped.

But the government’s new approach to monitoring and intervention is coupled with another obligation on teachers, and that is to embed the concept of ‘British values’ into their school curriculum. According to the Department for Education, these values are: democracy; the rule of law; individual liberty and mutual respect; and tolerance of those with different faiths and beliefs.

It’s understandable, therefore, that some teachers, social workers and parents are finding areas of confusion or potential conflict between these two sets of obligations. For example: at what point does monitoring students’ extracurricular behaviour and beliefs, as the Prevent Agenda implies, encroach on their individual liberty, which the teaching of British values is designed to protect?

Other questions that teachers find themselves asking include: when is a radical belief no longer tolerated? How is that expressed, and by whom? Is the concept of ‘radical’ in itself always a bad thing? And what makes certain – presumably more moderate – values uniquely ‘British’ – rather than, say, European, Asian, African, or American?

Many teachers and assessors are uneasy with the implications of viewing ethical conduct in national, rather than simply ‘human’, terms. For one thing, many long-established ‘British’ values are missing from the government’s own list – what about fairness, for example? And for another, there is a clear inference that someone born elsewhere, including in Europe or the US, will have a completely different set of values. On the whole, they probably won’t. And there’s another consideration too: the internet is global.

I’m in no way trying to make or score any political points here, but these prescriptions do leave themselves open to question – especially when there are penalties involved for not getting it ‘right’.

Most teachers and parents, when thinking about the safety of children, are beginning to understand that the internet is a place like any other. While virtual places may feel more abstract, they are still places where people meet and engage, where behaviours have consequences, and where the urge to explore is compelling, even if the risks are great.

We now understand all too well that vulnerable people can be groomed and influenced without ever meeting the perpetrator. We also understand that values and ethics and codes of conduct are as much in play as in the real world, but can also appear looser and less clear, and be skewed by the anonymity of participants.

So I suggest that what we have here is a real opportunity. What this all boils down to is that young people’s disaffection and/or alienation always has the potential of leading to destructive and hate-fuelled ideas, thoughts, and actions. Yet, crucially, it always has the potential for the exact opposite, too. As communities, we need to look for the tipping point at which frustration can become a drive to build and change for the better, rather than to forge a need to destroy.

What we have come to call ‘radicalisation’ is seen by those who entice young people towards hate-filled behaviours as a means to an end; it is not the end itself. And it’s worth remembering something equally important: the connotations of extreme hate and barbarism attached to the word ‘radical’ are a recent phenomenon.

We should all work to ensure that ‘radical’ never becomes permanently associated with negative, vicious, hate-filled, or violent behaviour. Every dictionary definition of radical speaks of ‘change’, ‘thoroughness’, ‘innovation’, and ‘action’, and there are countless positive examples of this online. Lots of ‘radical’ thinkers have changed the world for the better, after all.

For example, every day we see social media being used to gather signatures on petitions; to raise money for charities, disadvantaged people, and emergency or disaster relief; to call public figures to account, and to co-ordinate rallies or support new ideas, inventions, campaigns, and ventures. This is radical. These too are ‘radicalised’ moments – and ‘radicalised’ people are playing a part in these moments – and the internet now plays the most crucial part of all in connecting people and reaching out to others.

As responsible adults, our duty is to do more than shield, monitor, and prevent vulnerable children from discovering the dark places. We should also encourage and persuade them to ‘think big’ about what the future could look like. As a society we need to be having conversations with our children and our students about what hatred, fear, difference, and extreme behaviours feel like, look like, and sound like. Disenfranchised? Feeling left out? OK. So what can we do together to change that and make things better for everyone?

As I touched on earlier, I get excited about the idea of human values, and the role such discussions could have in getting children and young people to talk about subjects such as ideology, globalisation, identity, duty, and social action.

After all, the internet rarely respects sovereign borders – unless censorship is involved, as in China – so perhaps there should be a set of taught/discussed human values that remind us of the faces and the hands behind the machines. We can hang onto great ideas such as mutual respect and tolerance, but perhaps add the value that shared spaces should always be used for the common good – and that innovation, generosity, and goodwill should be rewarded.

When we’re picking apart the internet with our children and examining the connections that they’re making, we could do worse than to hang the conversation on concepts such as peace, truth, right conduct, love, and non-violence. But what do these actually mean, beyond the clichés and sentimentalism? Imagine, with the world now so close to us and new ideas so readily available, how genuinely radical (in the true sense) we could all be.

Whenever I work with young people – some whom may be very vulnerable through circumstance or poverty of opportunity – I always get them to stop and think about who they are: who they actually are and want to be.

Human beings – even the more solitary ones among us – are relational people, in that most of us construct images of ourselves in relation to what we think other people’s perceptions of us might be. For example, others consider me to be creative, talkative, and pretty ropey at DIY – I know this because different people tell me so – but does this mean that it’s true? It might not be, but those perceptions have become part of my identity and have helped form my behaviours. Online, our identities are more fluid, but still just as constructed and controlled. The most significant difference is that, as hard as it might be, we can switch it off! This is especially important when the images of themselves that some vulnerable young people get from the internet are negative, thanks to cyber-bullying and other problems related to self-esteem.

The children and young people who are at the highest risk of radicalisation are those looking for confirmation of who they are and what their consequential behaviours must be (possibly because adult influence has not been effective at providing that guidance). As the safest influencers in their lives, it’s our responsibility to get there first and to find a way to help them work this out. Let us be the ones to make our children into radical thinkers in the most tolerant, constructive, and innovative sense. Positive internet communities can help us do that.

Let’s reclaim the real meaning of radical: being innovative and thorough, and taking positive action, not reinforcing hate and violence. Let’s treasure and celebrate teenage fashion and musical tribes as a means of self-expression, because the alternatives can be devastating. Let’s keep talking about our values and our behaviours and what unites us, in both our physical and online spaces.


The biggest tool we have against malicious, nihilistic radicals – wherever they may be in the world – is our human capacity to be bigger, more positive, and more inclusive radicals than they are.

Interested in joining our Human Values Project? - click here

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Richard Freeman the Director of always possible.

We support education providers, creative organisations, values-led business and charities with project development, organisational cultures, policy, leadership & resilience. Please visit alwayspossible.co.uk to see how we can support you.

This article was originally commissioned for Child Internet Safety magazine and was skillfully edited by Chris Middleton.

Saturday, 26 September 2015

Money Is Dead. Long Live Money.

always possible is a founding member of Goodmoney CIC, an ambitious social enterprise based in Brighton & Hove. Its main focus is on the reinvention of resilient local finance that does not rely on the conventional banking system. There will be many ways that it does this, with plans for a mutual credit system powered by independent businesses and charities, as well as a time bank that enables local individuals to exchange more of their time, skills, goods and services through a new concept of currency.

I first heard about the plans around 3 years ago, when one of the directors and I were having a conversation about apprenticeships, but it is truly remarkable to now be attending the launch of Goodmoney gift vouchers - as I was delighted to do last week. The gift voucher scheme currently involves 143 independent Brighton & Hove businesses, and is rising every day. 

They work in the same way as any other gift voucher, but with two substantial benefits: 


1. all of the businesses are independent SMEs or micro-businesses who would never otherwise be part of a multi-option gift voucher (a £5billion economy that shuts out everyone but the biggest retailers). Anyone given a voucher can spend it with a glorious range of places - coffee shops, art studios, bike repair shops, wedding DJs, cafes, printing companies, ice cream parlours, life coaches, IT support, watersports equipment hire, brewers etc etc.

2. statistically, 5% of all gift vouchers do not get redeemed - in the UK, that's around £250million per year that is counted as pure profit by big retailers. Any unspent Goodmoney vouchers will be used to fund community projects, education and health initiatives - making the impact of the vouchers infinitely more than the cash paid for them.

People can spend vouchers with my company on coaching or training in skills such as pitching ideas, writing funding applications, networking, facilitating a workshop, putting on an event, leadership and management skills or designing a project for young people (and much more). We can provide ‘critical friendship’ for people wanting to test ideas or products. 

The launch event was great fun, with many of the supporting businesses chipping in to keep costs down and entertainment high (free curry, craft beer and gramophone DJs). Brighton Pavilion MP Caroline Lucas is one of the board members overseeing the development of this scheme, and she came along to give a few words and award prizes to the children who had designed the gift cards in which the vouchers are presented - despite her party conference due to start in Bournemouth just a few hours later.

I am also working with the company on their education strategy, regularly meeting one of the directors, maths lecturer and teacher Dr Mick Taylor, on how we can use the values of the initiative to help school teachers reframe lessons on financial literacy. I am particularly interested in looking at the social impact of money and how that powers attitudes of children and young people - around their own confidence in using maths to manage every day monetary transactions, but also the consequences that social transactions like borrowing, lending, stealing, saving, spending have on an individual's concept of self worth. 

There are some complicated messages about money, debt, deficit, welfare and capital being put in and around children all the time at the moment - and I believe these might be a route in to giving practical application and context to mathematical problems so that some of the basics start to make sense.

The very small team have set themselves an extraordinary target of selling £100k of vouchers by Christmas, and £1m by 2020. If they do, they could well have something really exciting on their hands.





Monday, 31 August 2015

Projects

Pretty hectic here at always possible towers over the last few weeks, so less time to write anything. Will get back on it.

The company has now been registered with Companies House for just over a month, moving it from a frenzy* of freelancers into a more structured legal entity.

*I am confident this is the correct collective noun.

In the past few weeks, some wonderful connections have been made and new ideas taking shape. 

I have been working closely to develop the Talent Match youth enterprise programme delivery with Dv8 Sussex and Prince's Trust - including leading an intensive day workshop on coaching skills for some leading creative entrepreneurs from across Sussex.

We continue to support The Original Theatre Company on their 5 year strategic plan, audience connections and fundraising. Their current show, Flare Path, has just launched its UK tour so do try and catch if it is coming near you. I went to see it in Eastbourne, but ended up drinking too long with the cast and missed my last train home. I recommend that you don't do that.

I have been dallying with the Digital Catapult Centre, looking at how the dots are being joined up in the world of tech and digital in Brighton - finding more about the ways in which data analysis is meeting creative design. Some interesting collaborations between the universities, LEPs and tech industry on the horizon, but still early days. A big 'digital exchange' site has been built at the bottom of Brighton's New England House so that the media companies can benefit from cheap and fast broadband without having to rely on the usual channels. At a networking event, I met and talked mentoring with a software engineer from American Express.

I went along to my first Atoms Collide event this week, an informal round-table ideas exchange, which was friendly and welcoming. I made a faux pas by giving out my business card (it is not a networking event), but still explored other people's interesting projects - which included solving a famous Icelandic crime mystery through writing and photography and hosting a series of events in October with people whose job is to make others terrified (think horror film effects artists etc).

As well as organisational consultancy, the main thrust of my company is project development, and brokering relationships between people, ideas and positive outcomes. Some key partnerships are being created to make the ideal become the pragmatic and to share skillsets and experience. will formalise this slightly more on the website, but here is a list of current always possible projects, either quite far developed or very early stages:


  • A leadership development programme for emerging executives in the FE & skills sector - focused on values-led leadership, emotional intelligence and organisational cultures.
Partner: Youthforce

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  • A creative financial literacy project, initially aimed at KS4 students with low maths attainment. Exploring the 'value' and projection of money, and how we use can truly understand the concepts of debt, credit and interest as mathematical ideas - but all social and personal ones.


Partner: Goodmoney

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  • A youth social action project, developing a Cultural Manifesto with young people living in rural areas in order to influence local authority and LEP decisions on cultural and investment in creative opportunity and skills.

Partner: Culture Shift

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  • A long-form mentoring project for 16-29 year olds in key areas of socio-economic disadvantage in Sussex and Surrey + a re-thinking of employability development through regular innovative Job Clubs for young people facing long-term unemployment.

Partners: Dv8 Sussex, The Girls' Network, A Band of Brothers, Catch 22, Youthforce

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  • An enterprise coaching programme for unemployed 18-24 year olds in Bexhill, Hastings & Eastbourne who want to explore self-employment or a business start-up idea.

Partners: Dv8 Sussex, The Prince's Trust, Tomorrow's People

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  • A digital resource pilot, developing models of blended learning of digital/classroom engagement with vocational skills tutors across Sussex.

Partners: Sussex Council of Training Providers, Sussex Learning Network

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  • A theatre crowd-funding and audience development project to take a piece of experimental new writing on a major regional UK tour in late 2016. 

Partner: The Original Theatre Company 

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  • A resilience skills project for 14-19 year olds in coastal West Sussex towns, incorporating sea (surfing), forest (woodland skills) and sky (creating supersized tall outdoor sculpture). 
Partner: TBC



If you're interested to find out more, or have funding for a project and need some assistance getting it off the ground, please give us a call




Monday, 10 August 2015

It Is Always Possible To…What?

I have started a business for people who want to make a difference.
I have called it always possible. But what the hell does that mean? What does it do?


When offering a service rather than a tangible ‘thing’ - an item for sale - the first challenge for any start-up is to define what lies at the core. What makes you interesting? What is your ‘why?’.

As Simon Sinek says, ‘people don’t buy what you do, but why you do it’.

With everyday that I work on the idea of always possible, it becomes clearer. Here is my pitch to you:

Why?

It is always possible to be brilliant. 

If you run an organisation that seeks to make the world better, or to challenge the things that don’t work - then I believe you can do it brilliantly.

I believe that if you’ve got the heart, soul and brain, you can make it work.

Whether you run a school, a government department, a tiny social enterprise, a youth club, a dance company, a research charity, a coffee morning, a synagogue or an after-school karate class - your provision has the possibility of changing the world, one positive experience at a time.

I believe that you need three things to be brilliant.

- The right people
- A clear purpose
- The right resources

It’s obvious? Think about an organisation you love working with or buying from, one that is thriving - what is it you love about it?

The organisations that don’t thrive, that either never get off the ground, or grow rapidly too big, or get so distracted that the floor collapses, will be missing one the three ingredients. I promise you.

No organisation is quite the same as an other, because each one has different people, a slightly different purpose, and different resources - but that is one of the most exciting things there is. But no organization is the first to try, fail and try again.

One of the hardest things to do, and believe me I know, is to step back and ask yourself the following questions:

- Does everyone in this organisation share the same values?
- Can someone we have never met explain why we exist?
- If 50% of our income streams vanished tomorrow, could we still thrive?

If you answer these questions honestly and you get three yesses, you can achieve everything you have set out to achieve. And much more.

If there is a no or two, then you’re with the majority. The thing is, though, you have just realised that something probably needs to change - which makes true brilliance only a short distance away.

What?

This is a long-winded sales pitch, you’re thinking - if you’ve got this far. Maybe. But the ‘why’ is fundamental, and I believe it is always possible to be brilliant. I wanted to set that context.

We all need a bit of help to be brilliant, and we are only brilliant because of our behaviours and the connections we build.

I’ve been around the block, for about 15 years so far. I’ve worked for/with some truly brilliant organisations, and I have worked with ones that have collapsed. I have supported charities, local authorities, training providers, schools, theatre companies, artists, social enterprises and more - I have made mistakes and prevented mistakes.

But my learning has led me to a point where I can use my knowledge and intuition quickly to create an environment for change.

I have met some amazing people on the way, and they are joining me for this journey, as associates, advisers and partners. If you book me, you might get them too, and they are worth their weight in gold.

We can help you, as friendly human beings who will *get* your business. We know you’re not like everyone else.


- The right people

We can help you develop your staff teams - whether it is helping clarify your vision and values or more formal training and CPD

We can support your leaders, with coaching or strategy planning - and we can help you hire the right people, or restructure existing teams for increased productivity and internal wellbeing.

We can help you to evaluate and self-assess your impact, and the impact of your team members. You need a culture that drives forward, gets things done - with a team that looks after each other and plays its best hand everyday. Sometimes a pair of outside eyes helps get to the heart of any barriers much quicker.

- A clear purpose

We can help you re-discover your ‘why’ - internally and externally. We can work with you around leadership thinking, and the creativity of being different to everyone else. We’re big, bold, creative people - but we have a keen eye for detail and for an opportunity.

We can link you up with local business networks, strategic influencers and bigger picture connections. With our help, you can distill your message so that everyone knows why you do what you do. We can improve your digital presence, the consistency of your communication and your presentation skills.

We have been designing successful education and creative projects across the south east and London since 1999. We can use what we know to ensure your good idea works in practice.

- The right resources

Our associates have raised and managed over £10million of public grants and contracts, philanthropic giving and commercial sales over the last decade.

We can help you write that winning bid, put together that killer pitch and make the most of your assets. Do you know what funding is available to you? We probably do.

We know how to hire the right staff, and to keep them. We can audit your health & safety practices and ensure that your policies are fit-for-purpose and keep your staff and service users safe.


* * * * * * 

If you like our approach, and you think that a bit of targeted support could help take your organisation to the next level - we’d love to hear from you. It all starts with a free no-fuss, no-obligation consultation to see if we can add value to your company.

Thank you for reading. Please share and ask questions. Have a lovely week.

Rich Freeman


email: ideas@alwayspossible.co.uk
tweet: @always_possible
call: 07877 307883



Wednesday, 5 August 2015

Kids Company: Everybody Loses

Kids Company is closing, with about 24 hours’ notice for staff and its service users.

The children and young people attached to Kids Company projects, many of whom have profound barriers to thriving independently in mainstream society, are being given the following psychological messages:

a) This security blanket that represents something familiar to you is now gone. The staff you have learnt to trust are now not insured to keep seeing you.

b) The company that you have come to be familiar with and understand, is now being publicly called-out as a failure. Everything that stands, can quickly fall.


These are overwhelming signals to be giving any child or young adult, regardless of additional anxieties they may have. The suddenness of the charity’s closure and Camila Batmanghelidjh’s statement that the government have essentially sanctioned the ‘abandoning’ of thousands of its beneficiaries is of enormous concern to anyone working in education, youth services, social care or health. Actually, it should be of concern to everyone.


Photo: ITV
Photo: The Independent
Personal and professional hubris, and the politics of politics, seem to have created the worst possible outcome for this charity and its dependents. I use the word dependents deliberately, to include staff and volunteers, but also pointedly as there has been much criticism over the years about the Kids Company method of care, the darkest of which has pointed to bullying, abuse and the perpetuating of need - with some suggesting that there are instances of the charity needing needy young people, more than they actually need it.

For context and clarity - I have no vested interest in criticising or supporting Kids Company, other than that my own work has been supporting vulnerable young people for over a decade, so I am aware of the needs and challenges out there. I also have no evidence of specific allegations or incidents made against the organisation beyond what has been published in the press over the past few weeks. I do, however, have friends and colleagues who have vociferously undermined the Kids Company image to me in the past, warning not to touch them with a barge-pole. Lots of style, not much substance.

It probably doesn’t really need saying, but the genesis of Kids Company is from a good place and it was a small organisation frustrated by ineffective and/or under-resourced social care teams that sought to make a difference. The charity should never have needed to exist in the first place, but there was a gap and it got pro-active in trying to fill it. Whilst the numbers they claim to have helped are much in doubt, a child-centred environment that offers  sanctuary and nurture for those in most need is valuable even it only supports a handful of people.

But it has failed - and by saying so, I am now one of those voices joining the confusing and frightening messages for the service users who are now left to struggle with something new. Yet, it is absolutely essential that we recognise failure when it happens. Failure is not absolute; it is not the end point, it is the process by which things get better.

Kids Company seems to have got bloated and arrogant. Former senior staff complained about the organisational culture, led by Batmanghelidjh’s force of personality, rather than her acute business sense and strategic vision. Not all good leaders need to be expert finance managers, but good leaders sure as hell need to bring on board people who are - and listen to them especially when they tell you things you don’t want to hear.

Batmanghelidjh has the brand, the interesting and affable face of compassion and safeguarding. She speaks with ease and comfortably on Question Time and in front of large crowds. She stands out in a room, she gives off an entrepreneurial spirit - this is fundamental when winning favour and freedoms from Prime Ministers and civil servants. She is clearly colourful in every way. Politicians look good by being associated with this energy. 

But if you’re not delivering, it is meaningless. I don’t mean that Kids Company didn’t deliver individual care to individual young people - of course they did, and they almost certainly improved thousands of lives. But they didn’t deliver on the nuts and bolts of structure. Ideas are lost if you’ve got nothing to pin them to. Kids Company needed the charismatic resource investigator to go and win Coldplay’s £8m donation - but then it needed an extremely good Managing Director or CEO making that money last, and making that money provide the most effective service it can. Possibly the one thing worse than them not providing the service at all, is inflating the service so that it collapses when it is needed most. Everybody stands to lose except for expensive liquidators - skilled staff, vulnerable children, tax-payers, company creditors, the reputation of charitable causes.

Batmanghelidjh has stated on the website that her single mistake was not to raise more money. If she truly believes this then she becomes a poor example for other leaders in the voluntary sector. I hope, with time, she becomes more reflective about bigger leadership issues- as should we all when looking at how our businesses are run. Her intentions have been noble, her method has been caught short.

If you Google 'Kids Company' and select the images tab, you see Camila Batmanghelidjh in over 40% of the photos - many of which are of just her, or even her office. I can't think of one single other charity, claiming to intensively support 36,000 people each year, that would focus that much PR on its CEO, no matter how charismatic. 

The leadership got flattered by its own presentation here, and the Cabinet got lazy when seeking their press-friendly partners. If failure like this is going to happen, then it needs to fail properly. And by that, I mean it should never happen again.


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Richard Freeman is Director and Lead Consultant at always possible.

We support education providers, creative organisations and charities with organisational development, policy, leadership & resilience. Please visit alwayspossible.co.uk to see how we can support you.




Sunday, 26 July 2015

How Much Further, Education?

I think its fair to say that those tasked with running the post-16 education sector in England and Wales have, quite quickly, started to notice the wheels coming off the policy train. Since the May election, a raft of statements, reports and reforms have been issued by the departments of both Education (DfE) and Business, Innovation & Skills (BIS) that call into question the efficacy of colleges and training providers.

The conversations about effectiveness and quality are not new and are obviously important; Alison Wolf sounded klaxons about vocational education back in 2011 resulting in a significant new funding regime and Ofsted produced a very luke warm annual evaluation on the sector last December. The tone does seem to have shifted in 2015, with a hurried air of concern, now that it is clear that continual drip-feed cuts to the further education (FE) and skills budget over the last decade have resulted in a big shrinking of sixth form college capacity across the board and the recent news from the National Audit Office that 70 out of the UK's 382 FE colleges are just staving off bankruptcy. Whatever your view on the academy and free school plan, it has dented the existing education infrastructure exposing Westminster hindsight rather than forethought.

For those of you who exist outside of the FE bubble, it can seem like a strange and complicated cocktail of provision and public funding (to be fair, you don’t have to be outside of it to feel that).
Secondary schools can have built-in sixth-form colleges, now competing more than ever with standalone sixth forms - both are the traditional home of A Levels and pre-university academia, but are increasingly offering GCSE re-takes, vocational study and engagement support for the low attaining in order to boost numbers (and cash).

General FE colleges now often have sprawling campuses across big towns or counties, with offers of everything for everyone - A Levels, BTECs, NVQs, Apprenticeships, Traineeships, Study Programmes, adult & community learning, GCSEs, English for foreigners, commercial business training, evening classes - with a number of income streams from the DFE, BIS, DWP, local authorities and the European Union.

And then, you have over 400 independent training providers - usually private businesses or charities - that draw down over well over £1billion of government funding to offer competition to the colleges with more niche and specialist provision, smaller classes and more bespoke, industry-led training. Over 70% of Apprenticeships are delivered by private providers, and this is the only part of the post-16 education budget not expected to bear the £900million of cuts over the next 5 years.

Last week, the government announced a 'major reform’ review process, that will seek to move across the country region-by-region auditing college provision and impact. Some expected outcomes of the review seem to have been pre-determined with expected "fewer, often larger, more resilient and efficient providers” that might be centres of “greater specialisation” and “expertise” (a thinly-veiled criticism of the generalist nature that colleges have tended to foster in recent years). It is hard to know what conversations are happening behind closed doors, but at a recent conference of independent training providers, Skills Minister Nick Boles made it clear that the current model for FE colleges is not something favoured by him or colleagues.

I’ve worked in post-16 vocational and work-based learning for nearly 6 years, as a frontline and strategic manager - and more recently developing leadership training resources for managers in the sector and as a project consultant with a trade body representing nearly 100 colleges and providers. In my view, the inevitable forthcoming changes are huge. We could well see colleges merging to form giant, regional conglomerates delivering provision for over 40,000 students - potentially bigger than most universities. My prediction is that leadership will be ever-concentrated and increasingly political, with ‘specialisation’ being decided by national agendas or by the Local Enterprise Partnerships (who are playing an increasingly bigger role in devolved spending). More learning will move into the digital space, and vocational skills level courses will go higher and higher to compete with degrees. Those that could stand to lose the most are the young people who leave school with very little and are not yet ready for the workplace; all providers will have a duty to ensure engagement provision is fought for.

It will be an interesting time for the independent providers, who do serve a very real need in offering smaller-scale, responsive provision that can often be more personalised and more suitable for learner who need more support - if the colleges are going to become specialists in particular industry areas what will that do to the historical specialisms of the providers who are there to teach skills in plumbing, hairdressing, childcare, digital media, flood-defense etc?

They are not kidding when they state the need for resilience. FE leaders might often feel at the whim of many different masters (students, parents, employers, 3+ government departments, Ofsted, auditors, local authority), delivering more for less. The message from the government is that, currently, colleges are too big to fail but many are failing financial stress-tests. Obviously not seen quite as business critical as the banks, there are only small bailouts on the cards for the ones crashing hardest, so it is in an interesting answer to propose making them into study behemoths. The inevitable centralisation of merged college operations will be the money-saver, but could harm innovation and the bolder, broader moves that the better leaders can take. Independent providers have the flexibility to fill gaps, but often lack scalability or financial security to offer provision that won’t have maximum take-up.

This is one to watch at the moment, but the shape of post-16 education is being squished and reformatted now and for the foreseeable future. It won’t garner the news headlines anything like if similar reform were to happen to schools or universities, because there is still the cultural attitude that college beyond school is optional anyway, but as of September 2015, it will be technically illegal not to be in at least 15 hours of training, college or work (with accredited training) per week if you’re 16 or 17.

I’m watching the leaders, the movers and the shakers - looking for the values, the integrity and the professional will to steer these organisations through choppy waters. In times of crisis, behaviors need to be in-tune, with trust and accountability at the fore (definitely different to the banking sector) - working in collaboration with other providers to continue to innovate in delivery and quality.


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Richard Freeman is Director and Lead Consultant at always possible.

For information about getting support with organisational development, educational policy, leadership & resilience, please visit alwayspossible.co.uk or email blog@alwayspossible.co.uk