- About Us
- About Association of Colleges
- AoC Governance
- AoC Regions
- AoC Charitable Trust
- AoC Sport
- Our Equality, Diversity & Inclusion Work
- Our Climate and Sustainability Work
- Our Work Across the Four Nations
- AoC National Chairs' Council
- Work for AoC
- About Colleges
- Corporate Services
- Data Protection/GDPR
Employment Services - college workforce
- Employment Services - college workforce
- Introduction & Employment Helpline
- Absence & Sickness Management
- Contracts and T&Cs
- Disciplinary, Capability & Grievance
- Employment Briefings Library
- Equality, Diversity & Inclusion
- General Employee Relations & HR Issues
- Industrial Relations
- ONS reclassification related guidance
- Pay & Pensions
- Redundancy, Restructuring & TUPE
- Workforce Benchmarking, Surveys & Research
- Get Involved!
- The 5Rs Approach to GCSE Maths Resits
- Apprenticeship Workforce Development (AWD) Programme
- Creating a Greener London – Sustainable Construction Skills
- Erasmus+ EXPECT Project
- Digital Roles Across Non-digital Industries
- T Level and T Level Foundation Year Provider Support Programme
- The Valuing Enrichment Project
- Higher and Extended Project Qualifications
- OfS - Higher Education Social Prescribing Project
- Pears Foundation Youth Social Action Programme: Phase 2
- Pears #Iwill Youth Social Action Apprenticeship Project
- T Level Professional Development (TLPD) Offer
- T Level Curriculum Macro-Sequencing
- Contact the Projects Team
- Sustainability & Climate Action Hub
- Honours Nomination
- Recruitment & Consultancy
- Events & Training
- Funding & Finance
- Meet the Policy Team
- Policy Areas
- Policy Briefings
- Policy Papers & Reports
- AoC Strategy Groups
AoC Reference Groups
- AoC Reference Groups
- Adults (inc. ESOL) Reference Group
- Apprenticeship Reference Group
- Technology Reference Group
- HE Reference Group
- 14-16 Reference Group
- Mental Health Reference Group
- 16-18 Reference Group
- SEND Reference Group
- WorldSkills Reference Group
- HR Reference Group
- Sustainability & Climate Change Reference Group
- EDI Reference Group
- Research Unit
News, Campaigns & Parliament
- News, Campaigns & Parliament
- Comms advice and resources for colleges
- Contact the Communications, Media, Marketing and Research Team
- AoC Newsroom
- AoC Blogs
- Work in Parliament
- AoC Campaigns
Love Our Colleges
- Love Our Colleges
- Colleges Week 2023
- Creative Writing in FE - Developing student voice through the written word
Are college mergers the answer?
28th October 2019
by Hilary Clifford
In the last three years there have been 64 college mergers.
Mergers continue to be promoted by many within the FE sector as the preferred solution for colleges, whether this is because of size, location, financial resilience or quality of provision. There are currently 248 colleges in England and for the foreseeable future mergers continue to be a key feature of the post 16 landscape. However, to date there has been little assessment of the success and impact of college mergers. Currently two colleges are demerging and of the 40 colleges judged to be financially inadequate in 2017/2018, some were recently merged organisations.
Undertaking a merger is a huge process and several colleges are onto their second, third and fourth merger exercise. The motivation for merger is various and the benefits must be significant when there is no funding support to underwrite the costs or mitigate the risks.
Within the corporate world, there is a significant body of evidence to show that only 50% of mergers achieve their initial aims and objectives. All too often, the potential synergies are enthusiastically overestimated. Of course, mergers are undertaken for a variety of reasons, but synergies are typically expected to be realised from:
- Economy of scale or scope
- Shared best practice
- Shared and improved capabilities and opportunities
As many in the sector will know, achieving a successful merger is hard and getting to merger date and officially becoming one organisation is the end of one long process of due diligence and planning. It’s also the beginning of a whole new scheme of work which can take several years to embed and fully achieve. Developing a plan and a process for measuring post-merger integration is critical as well as maintaining motivation and energy to see it through.
Once the merger is complete and the dust has settled, it is time to consider the value created with the synergy gained. We recommend that college leaders consider this review a few months post-merger. Sensible questions to consider are:
- Have the cost savings been delivered or are they on target to do within the estimated time frame?
- Are the initial assessments realistic or do they need revising?
- Is projected business growth proving to be realistic?
- Do we have benchmarks in place to sanity check the merger plan?
- Are timescales realistic?
To help with this review and to ensure the operating model is in place we have developed a post-merger assessment service to work with you to answer some of these questions. We focus on progress against objectives for the vision and culture, the learner experience, curriculum development, governance, leadership and management and other areas critical to the successful development of the new college organisation. Our aim is to work with you to define progress against the planned synergy benefits and to use this process to build the capacity and capability in house to ensure this is achieved.