What lies ahead for HLC?
The short answer is "Who knows"? As the present economic environment clearly demonstrates, the future cannot always be accurately predicted or anticipated. The world's financial markets are in a flat spin, requiring a united response for action from across the globe. In light of this huge array of unintended crises, setting out to plot HLC's future seems miniscule in comparison. However, if we are to survive and potentially grow then some crystal ball gazing and strategic positioning to face oncoming turbulence is inevitable.
HLC has already made great strides in its journey to become a proactive and outward facing organisation. Recent success in acquiring some significant ESF co-financing contracts is testimony to the confidence the LSC has in the consortiums ability to deliver. In some instances these contracts require us to work in new areas both in terms of geography and types of provision. These contracts, together with the Big Lottery project (Humber Skills) and Capacity Builders work has served to secure our immediate future, although they have also demonstrated clearly the need for more rigorous and robust systems of accountability. We will be working with a much wider network of partners and moving beyond the boundaries of the Vol/Com sector into relationships with private and public sector organisations.
Trustees have made a significant investment in upgrading all aspects of HLC's ICT system, thus equipping us to work more efficiently and effectively. The new look website allows us to communicate with partners and the outside world using all the benefits of technology. The newly purchased management information system helps us with effective performance management using accurate and timely data across all our partners. Being able to access all contract information at the press of a button is expected in today's fast changing learning landscape and the considerable financial investment has positioned HLC to meet the extra challenges of accountability that comes with the success of new and bigger contracts.
In November 2008 Humberside Learning Consortium officially launches its new name change and becomes The Humber Learning Consortium - a small but significant change. Our Humber wide and sub regional perspective remains but we now acknowledge that we have to work regionally and with a variety of new partners from all sectors. The name change and rebranding work currently underway represents HLC's commitment to a more proactive approach to sustainability and growth. Our focus remains firmly fixed on supporting the voluntary/community sector as reinforced by our updated mission statement but we recognise that this is best done by having a good understanding and involvement in what is happening nationally and regionally as well as locally.
The government's sub national review is strongly influencing regional relationships and structures but HLC's track record of working with local authorities and Yorkshire Forward is not a key feature of our past working. On the other hand we have enjoyed strong and productive links with the LSC which has been a key strength in the past. However it now becomes our greatest risk as the structural changes to government are set for 2010 and the LSC will disappear. This could mean that valuable progress made on behalf of the sector in influencing decision making and funding agencies may be lost as new agencies and funding bodies take shape. It remains unclear how the voluntary/community sector will work with the new structures and what role local authorities expect us to have in local area agreements. Recent strategies to link adult learning to employment and economic activity may prove unrealistic if the current financial crises mean there are wide scale job losses - although flexible individuals with a wide range of different skills will stand a better chance of re-employment.
The full effect of the recent economic downturn has not been revealed, but it is hard to imagine that we will emerge unscathed. Therefore HLC remains on course to become a flexible, "fleet of foot" organisation so that we can ride the waves of change and be well placed to exploit any opportunities - intended or otherwise. At the same time we will continue to invest in working together with networks and partners to deliver high quality learning to communities. We will do this by developing our own staff to be flexible and proactive to partner needs and ensuring we exceed the standards set by funders. As funding becomes even more difficult to secure, a quality service demonstrating good value for money will be the order of the day and I am confident HLC and its consortium members will be able to deliver.
