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Building trust and governance in a neglected organisation

Building trust and governance in a neglected organisation. Case study : Amsterdam institute of lifelong learning in education (CNA) A partnership of University of Amsterdam and University of Applied Sciences Amsterdam. Agenda. Development phases What about trust? Exercise

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Building trust and governance in a neglected organisation

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  1. Building trust and governance in a neglected organisation Case study: Amsterdam institute of lifelonglearning in education (CNA) A partnership of University of Amsterdam and University of Applied Sciences Amsterdam

  2. Agenda • Development phases • What about trust? • Exercise • Current dilemmas • Way ahead

  3. The first phase: growth • 1994: first development of “commercial” teacher training activities for vocational schools • 1994: merger of various higher education institutions to University of Applied Sciences Amsterdam

  4. The second phase: consolidation • 2001: establishment of CNA VOF: partnership of the departments of education of the University and University of Applied Sciences Amsterdam. • All commercial activities (third-party funded activities) in teacher training: competition by departments not allowed. • Governance: a board with representatives of both departments and the central financial officer.

  5. The second phase: profile • Focus on sustainable development of professionals in education and educational institutions • Through training programmes (including MEd degrees) and consultancy • In the disciplines of didactics, coaching, and leadership • In all sectors: primary, secondary, vocational, higher education • In Amsterdam and all of the Netherlands

  6. The third phase: neglect in management • Growth in income, but even more staff was hired • Support staff not managed, and not managing • Ineffective assessments of teachers/advisers • No time recording; no integrality in administration • Ineffective financial/project administration

  7. The third phase: neglect in governance • 2007: Decision of the Executive Board to transform CNA into a private company under the Holding • 2007: appointment of new director • Meetings of Board discontinued • 2011-2013 Responsibility for CNA within Executive Board transferred three times (rectorUoA-> rectorUAS-> vicepresident –> rector UAS) And: 2013: professional developmentactivitiesbydepartments of educationsubsidisedbyMinistry

  8. The fourth phase: unsuccessful reparation efforts • Consultants hired to draft business plans; interim financial management • Director asked to step aside; team leader promoted to director ad interim, for less than a year • New external interim director removes middle management from positions, has new business plan drafted, Employee Council strongly disagrees, deadlock threatens

  9. Impact on business

  10. A glance at the students in 2012-14

  11. And what about trust?

  12. Determinants of trust in (financial) institutions • Competence (knowledge of products and services) • Stability (predictability, security) • Integrity (honesty) • Client orientation (having the client’s interest at heart) • Transparence (clarity of information on products and services) • Congruence of values (of client and institution) • Reputation (Van Raaij, 2014)

  13. Exercise • With your neighbour.. • Explore how these determinants apply to your university/ the department you belong to. Which are the two most important ones?

  14. The fifth phase: rebuilding connections and cohesion within • Personal interviews with all staff members • Decision on organisational structure, agreed with employee council • Recruitment of new management team • Introduction of time recording, agreed with employee council • Motto: stability; integrity

  15. The fifth phase: rebuilding connections without • Exploring strategic alliances, competitors • Engaging with departments of education of UoA and UAS • Engaging with Executive Board and administration/staff • Motto: competence, transparency

  16. Trust…

  17. Current dilemmas • Size • Quality of administration • Time necessary to rebuild all determinants • Degree programmes (business, reputation) • “Monopoly” on commercial activities • Equal conditions – market regulation

  18. The way ahead • Executive Board choice: business model • Assessment of resilience of organisation • Alternativemodels • Scenarios Criterium: trust

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