Strategic Plan (Draft)

Transcription

1 Strategic Plan (Draft) Creating opportunities for Edinburgh and the Lothians

2 Strategic Plan By 2018 we will have: Achieved a positive destination for every student Reversed the downward trend in student places Grown college revenues by 20% Created an innovative Edinburgh College culture Developed educators of the future This plan covers the period and documents our key aims and tangible targets over the period. Edinburgh College was formed on 1st October 2012 following the merger of three colleges: Jewel & Esk, Stevenson and Telford. We inherited a strong legacy in terms of staff, infrastructure and reputation. We will build on this legacy to ensure that the communities of Edinburgh, the Lothians and beyond can access top quality further, higher and vocational education in a style and setting that meets their needs. Our Vision Edinburgh College will work with students and staff to deliver a prosperous economy. 74.4% of Edinburgh College students successfully completed their programme of study during

3 Our Mission Edinburgh College will be: 1. A regional college group that enables the widest possible range of people to access learning which leads to employability and economically active communities; 2. A college where exemplary governance supports a core educational purpose and reflects the specific needs of the region s diverse constituencies; 3. A college where students come first, the curriculum meets the needs of the economy and there is a continuing commitment to high academic standards and excellence in learning and teaching; 4. A college in which there is straightforward two way communication that is consistent, respectful and honest with a united and skilled staff who work and speak with one voice; and 5. A college where technology excites curriculum and enables maximum access to campuses using facilities around the clock to build stronger links both locally and globally.

4 Who are our Students? Our Student population is diverse and discerning, reflecting the diversity of our region s population. The average age of a student is 28 but we do have an increasing trend towards younger 25 students studying at the College. & over Measure * Total student places Full time students (%) 26,928 27,869 8,889 (33%) 9,936 (36%) HE students 5,385 5,200 *As at 30 April % 219% We have seen a reduction in the number of students studying in community based venues. This has dropped from 18% in to 10% in , mainly due to an increased focus on recruiting younger students who study on campus. 349% 139% 221% 340% * *As at 30 April We are committed to excellence and innovation What do our students achieve? We are performing above the sector average in most of these measures, with a noticeably strong performance in Full time HE. 74.4% of Edinburgh College students successfully completed their programme of study during ; above the sector figure of 73.1%. 81.1% of all Edinburgh College students were enrolled on a recognised qualification compared to sector figure of 74.8%. Edinburgh College HE student success was 4.2% higher than sector, while FE student success was 0.4% above sector. HE Full-Time student success (74.5%) was 5.4% above sector while FE Full time success (65.1%) was 1.1% above sector.

5 Three year trend Full time FE and full time HE student success has improved year-on-year for the last three. 90% Student Success Three Year Trend % 70% 60% 50% 90% 80% 70% 60% 50% 90% 80% 70% 60% 50% FTFE FTFE PTFE PTFE FTFE FTFE PTFE PTFE FTFE FTFE PTFE PTFE Future Growth and Development Edinburgh College s corporate plan is aligned with the economic development strategies of the region as well as the Community Planning Partnerships Single Outcome Agreements. How will we work at Edinburgh College? We will work to achieve a positive destination for every student, and to reverse the downward trend in student places. We will aim to grow the college by 20% during the period of the plan, create an innovative Edinburgh College culture and essentially to keep things simple. Edinburgh College Sector Monitoring progress We will check our progress against these measures: 100% full time students achieving a positive destination Rated in the Sunday Times top 75 employers (upper quartile) Increasing turnover to 75m An operating surplus of at least 2% of turnover Increased annual investment in the development of educators of the future

6 Aims and Strategies We have consulted widely on the key aims for the College and the strategies that will help us to deliver these. In addition to these measures the College s Regional Outcome Agreement (ROA) details a substantial number of indicators that support the delivery of government and regional priorities. Understanding our core business and purpose Promoting our credentials Working with students and staff to deliver a prosperous economy Growing and funding our plan Valuing our people Educating our future 1. Understanding our core purpose In the context of both Post 16 Reform and the Commission for Young People, now is the time to be absolutely clear about the role of Colleges in supporting the national economy and for staff and students as well as the wider public to understand and share this mission. Address skills gaps and shortages in the regional and national economy Reduce regional unemployment especially in age group Ensure young people in Midlothian have a positive destination Support self- employment and entrepreneurship All staff and students know and believe in our core purpose 2. Educating for the future We are committed to excellence and innovation. Our students will be able to access education through a range of channels with the support of a knowledgeable, motivated workforce. Focus on positive destinations of students through a professional information, advice and guidance service Increase the use of new & dispersed technologies including mobile, and virtualisation Lead the continued professional development of the educators of the future Virtual learning will be a mainstream part of the curriculum

7 4. Valuing our people Engaging our staff, students and key external stakeholders is critical to the success of the College. 3. Growing and funding our plan Our aim is to create the right balance between growth and efficiency and to ensure good public value, driven by innovation and changing the way we do things. Grow the college turnover identifying new areas of business to align to future economies Diversify income and demonstrate less dependency on Scottish Funding Council (SFC) funding Fund development and investment throughout the College supporting innovation and new opportunities Remain financially sustainable, ensuring that the College is able to invest effectively in its strategic priorities. To be rated as best by external benchmarks for students and staff. Stakeholders who understand our business and purpose, will value the College as a partner. Work in partnership with students and their association to enhance the quality of the student experience Mainstream equality and diversity in all college functions. 5. Promoting our credentials We will work with public, private and academic sector partners to lead new initiatives in areas including green energy and environmental sustainability and improving access. Establish Edinburgh College in East Lothian in partnership with a University and the Local Authority. Expand our core activities into new growth areas through internal and external project collaboration Pioneer the College s Green and Sustainable Strategy Establish Edinburgh College Development Trust to attract funding for applied research and student support 81.1% of all Edinburgh College students were enrolled on a recognised qualification compared to sector figure of 74.8%.

8 This document contains the key points of our Strategic Plan now we would like your feedback and comments. Please come along to one of our stakeholder events, to hear more about the plan and contribute to its focus and content. Monday 13th May 12noon 1pm, Granton Campus Tuesday 14th May am, Midlothian Campus Wednesday 15th May 12 noon 1pm, Sighthill Campus Thursday 16th May am, Milton Road Campus If you are planning to come to one of our events, please RSVP to ac.uk by Thursday 9th May. Unable to attend any of the meetings? Please send your comments Mandy Exley, Principal, Edinburgh College, 350 West Granton Road, Edinburgh EH5 1QE or call the Communications team on How will we measure our performance? At Edinburgh College we seek to move towards our vision of the future through achieving a balanced set of outcomes and results that meet both the short and long term needs of the College and its key stakeholders. We will use a balanced scorecard approach to measure the requirement of the SFC Outcome Agreement against a comprehensive set of objectives and related performance measures and indicators. In addition we will measure the operational efficiency of the College and the gap between actual and targeted performance and will provide regular performance updates to all our stakeholders which ensures visibility of the success of our strategy and tactics. The Student Voice Edinburgh College is committed to supporting the sustainability of an independent Students Association ensuring: effective engagement with students co-creation of learning involvement in decision making long term sustainability of the Students Association