PROTECTING THE MISSION TRANSFORMING THE COLLEGE.

Transcription

1 PROTECTING THE MISSION TRANSFORMING THE COLLEGE PROTECTING THE East MISSION, Berkshire TRANSFORMING College Strategic THE COLLEGE Plan

2 CONTENTS Introduction Mission and values... 3 Our assumptions and response... 4 Strategic priorities... 5 Statement of intent for priority areas of work... 6 SKILLS CHALLENGE We will innovate new curriculum to meet emerging needs and develop skills for the local area... 7 We will invest in technology, facilities and expertise to develop new curriculum... 8 EXCELLENCE CHALLENGE We will provide stand out teaching and learning... 9 We will empower every student to achieve and thrive in life and work We will develop a stand out workforce COMMUNITY CHALLENGE We will be responsive and accountable to our local communities We will work in partnership for the benefit of our local communities We will sustain our outstanding financial management to ensure continued investment in our future Where our students are from

3 INTRODUCTION Our last Strategic Plan set out the College s purpose and focused our priorities on what really matters to people - work, family and community. Three years on and much has been achieved including a successful 31 million development at Langley College, transforming technical education for our local community; the growth of higher level qualifications; the implementation of cutting edge mobile learning technology; and the development of new curriculum areas including software engineering and hospitality and catering. Under normal circumstances, a further three year plan would be published, but these are extraordinary times for colleges and their communities. Even before a new Prime Minister and Brexit, funding pressures and policy changes meant the consideration of significant change. Therefore, in Spring 2015, the Corporation of East Berkshire College commissioned a Structure and Prospect Appraisal. This concluded that the College was in a strong position to seek a partner through merger in order to protect and grow technical, further and higher education. Subsequently, the College participated in the Thames Valley Area-Based Review and strongly supported the findings: 1. The need to grow apprenticeships to contribute to the Government s target of 3 million by 2020, with a trajectory towards providing more opportunities for higher and degree level apprenticeships to meet the needs of employers in the future to resolve issues around the shortage of people with higher education in technical and specialist areas. 2. Discussions at the area review steering groups indicated a general agreement on the need to focus more on higher level skills, with progression to higher education. 3. The need to develop more suitable and accessible provision for high needs learners in areas where this is not currently easily available. 4. The importance of securing the longer-term wider financial viability of colleges across the area through actions to improve efficiency. The College developed options for the Area-Based Review which were endorsed and is now pursuing merger discussions with Strode s College: To create colleges that are financially robust, able to protect the mission of further education, and continue to transform to ensure they serve their communities. To secure provision for communities, learners and employers that: Secures excellent sixth from provision for local communities. Meets the skills needs of the sub-regional economy as defined by employers and the LEPs. Develops an apprenticeship offer from Traineeships to Higher Level and Degree Apprenticeships, with a STEM priority focus. Develops clear, definable, local and accessible pathways for vocational and academic programmes through to higher levels. Develops local Technical Higher Education up to and including level 6. Points the way ahead to establish a Thames Valley Institute of Technology. The emerging vision is: A College group with a sound financial base delivering a wide spectrum of high quality education and training for the benefit of people and employers in the towns we serve. Greater strategic influence across Berkshire and surrounding areas More ability to invest in new and needed priorities More ability to protect and grow specialisms. More cost-effective infrastructure. Protecting the local mission of each College that serves the distinct needs of its home town This new Strategic Plan for is intended to keep the College on a steady course until the point of merger, when a new merged plan will be in place. 2

4 OUR MISSION To provide opportunities for all our learners to thrive and achieve in life and work. OUR VALUES We will make respect our Golden Rule We will try to stand out in everything we do We will not be afraid to innovate even if we risk failure We will learn something new every day We will persevere until we get it right We will celebrate our achievements We will champion our students We will always have high expectations We will be responsive and enterprising We will work together and in partnership with our communities and businesses We will never forget that we are accountable to the students, communities and businesses that we serve We will be responsible stewards of public money 3

5 OUR ASSUMPTIONS AND RESPONSE WE ASSUME Excellent teaching and learning will remain our key indicator of success. The skills and education landscape will become increasingly diverse and fragmented. WE WILL Define and model stand out teaching and learning at our College to continually improve the learner experience and outcomes. Continue to develop curriculum to offer a distinctive choice for local students and business. Work with partners and develop strategic relationships to preserve provision for local people and ensure equality of access and information. Local demand for learning will increase over the next ten years as the local population grows. Work in partnership with others to ensure strong progression pathways. Continue to develop and increase distinctive and successful provision for year olds and adults to ensure demand is met. Skills needs will continue to change and students will need to be prepared for an increasingly competitive and dynamic labour market. Deprivation and skills gaps will continue to be issues to tackle in Slough and surrounding areas. Priority growth sectors in the functional economic area of East Berkshire include science, technology, engineering and maths, hospitality, leisure and catering. Public funders will continue to reduce allocations and expect more for less. Reductions in income and cost pressures will impact on us and other institutions. With new freedoms come new responsibilities- colleges will be expected to be truly accountable for the public resource they use and the quality of provision they make within their local community. Develop new curriculum and embed core skills for employability and enterprise into our courses. Ensure inclusive, accessible courses are available for the community and work with local employers to provide access to local jobs for local people. Position East Berkshire College as a STEM college and develop brand new hospitality and catering facilities. Continue to deliver a cost effective provision through a proven track record of outstanding financial management and develop commercial provision through engagement with business. Be open to opportunities for strategic relationships to maintain provision for local communities. Develop methodologies, planning processes and tools to ensure the College s service is exactly what the local communities and businesses need. 4

6 STRATEGIC PRIORITIES THE STAND OUT CHALLENGE 5

7 STATEMENT OF INTENT FOR PRIORITY AREAS OF WORK Education and Training We have developed outstanding success and provision for young people. This plan will drive forward this success, growing the numbers of year olds and developing new partnerships for provision. This area of work will encompass foundation learning, promotion of social and educational inclusion and, importantly, the raising of aspirations so that our young people have access to progression pathways from entry level to Higher Education including seamless progression into apprenticeships and sustainable employment. Adult Education and Training We are recognised as an outstanding provider of skills for life. In addition we have developed new provision to meet the needs of the local economy. Growth in participation has been curtailed through reductions and changes in funding. This area of work will now refocus on core entitlement to functional skills, development of affordable, modular provision and seamless progression into higher qualifications and sustainable employment. Apprenticeships This area remains a key focus of national policy. This plan drives our response to this agenda by focusing on growth and development of new non-traditional areas. We also recognise that timely success outcomes need to improve in this area from satisfactory to good and beyond. Business Development We wish to be recognised as the primary source of advice and solutions for training to businesses and the workforce, locally and regionally. We will collaborate with others and develop new ways of working to maximise growth and to add value to our service. Higher Education We are the main provider of Higher Education in our immediate locality. This plan will drive forward growth in higher education and training (including HNDs, professional qualifications and Level 4 apprenticeships) to provide access and opportunity for the local population. LLDD (Learners with Learning Difficulties and/or Disabilities) This plan will continue to develop an inclusive and integrated strategy to provide opportunities for learners to develop skills and move towards the workplace. 6

8 SKILLS CHALLENGE WE WILL INNOVATE NEW CURRICULUM TO MEET EMERGING NEEDS AND DEVELOP SKILLS FOR THE LOCAL AREA BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Ensure our students become employees of choice for local business by putting employability skills at the heart of our curriculum. Embed and grow GCSE Maths and English as core entitlements for young people and adults. Establish apprenticeships/pre-apprenticeships as the main FE offer for those wishing to progress directly into employment. Firmly establish the College as a specialist STEM (Science, Technology, Engineering and Maths) provider to progress learners in these growth areas and meet government priorities. Develop strengths in priority sectors such as entrepreneurial, hospitality and catering to grow access and opportunity for the local community and business. Ensure we offer a range of funded and bespoke services to meet the needs of employers and improve the area as a reliable alternative funding stream. Growth in the numbers of students accessing FE courses. Growth in the volume of training for business. Growth in the numbers of students progressing to higher levels and employment. Growth in the numbers of apprentices. Growth in curriculum. By 2017 establish a new successful multi-disciplinary curriculum (Business, Innovation & Technology) with high rates of student satisfaction and success. By 2017 establish a new successful LLDD provision (Evolve) with high rates of student satisfaction and success. By 2017 prepare new plans and strategy in light of any proposed merger. Develop a LLDD provision in collaboration with schools and local authorities to support these stakeholders in fulfilling their responsibilities. Develop our range of higher qualifications, ensuring clear progression pathways for our students. Develop strategic relationships and provision to provide a distinctive vocational provision for the local area with capacity to respond to population growth in the local area. 7

9 SKILLS CHALLENGE WE WILL INVEST IN TECHNOLOGY, FACILITIES AND EXPERTISE TO DEVELOP NEW CURRICULUM BY 2017 WE WILL: Continue to invest in high quality spaces and buildings in accordance with our Property Strategy to provide a stand out experience for our students. Develop and implement an ILT Strategy to ensure students have flexible access to exciting and enabling mobile technology. Explore and experiment with emerging technologies to ensure the use of technology for learning is always ahead of the game. Create challenging and aspirational professional development opportunities for our staff. OUR INDICATORS OF SUCCESS ARE: By 2017, an effective ILT Strategy in place ensuring capacity and investment in mobile, personalised learning through technology. Investment in new technologies that have a significant positive impact on the learner experience. By 2017, significantly improved learner satisfaction and utilisation of IT. By 2017 prepare new plans and strategy in light of any proposed merger. 8

10 EXCELLENCE CHALLENGE WE WILL PROVIDE STAND OUT TEACHING AND LEARNING BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Bring transparency to expectations of Standout Teaching and Learning with the Expect to be Challenged Model: The DNA of Standout Teaching and Learning. Embed new lesson observation scheme. Utilise fresh, engaging professional development including action research to ensure our teaching and learning is always at the cutting edge. Firmly embed an unwavering personalised approach to teaching, learning and tutorial support. Continued high levels of learner satisfaction. By 2017, overall success rates of at least 85%. By 2017, success rates for students in the 75th percentile or above at all levels. By 2017, high levels of learners achieving above their minimum target. By 2017 prepare new plans and strategy in light of any proposed merger. Continue to promote stretch and challenge to ensure every student reaches their potential. Continue to develop professional networks and mentoring to keep driving up improvements in teaching and learning. 9

11 EXCELLENCE CHALLENGE WE WILL EMPOWER EVERY STUDENT TO ACHIEVE AND THRIVE IN LIFE AND WORK BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Embed personalised learning at the heart of the learner journey by embedding the use of systems and approaches, in particular diagnostics, tutorial and personal learning plans. Continue to develop Careers Learning, Information, Advice and Guidance services (CLIAG) to help all our students make the next step. Continue to develop excellent and inclusive support services for our students. Continue to provide an environment where students and staff feel safe. Provide and develop real work experiences for our students including curriculum that incorporates commercial and social enterprise opportunities. Ensure work experience entitlement is fully embedded. Develop links with employers through projects such as Genovation and Slough Aspire to improve progression into employment and exposure to work. By 2017, a vibrant and popular enrichment programme including sports that engages a significant number of students. By 2017, effective support packages and pathways to help students into employment are in place and valued. Learner destinations and feedback evidence that careers guidance and other IAG services are excellent and accessible for all students. All learners continue to report they feel safe. By 2017, growth in the numbers of students engaged in work experience and entrepreneurial activities. By 2017, students have the opportunity to engage in real commercial activity. By 2017, comprehensive destinations data demonstrates that learners progress. By 2017 prepare new plans and strategy in light of any proposed merger. Further develop excellent safeguarding policies and practices including Prevent. 10

12 EXCELLENCE CHALLENGE WE WILL DEVELOP A STAND OUT WORKFORCE BY 2017 WE WILL: Continue to invest in high quality and effective professional development. Develop a systematic programme for industrial updating for staff. Further develop and implement a motivational and effective performance management policy and process. OUR INDICATORS OF SUCCESS ARE: Continued levels of staff turnover that are below sector average. By 2017, effective performance management system in place with demonstrable impact. Continued high levels of staff engagement and satisfaction with professional development. By 2017 prepare new plans and strategy in light of any proposed merger. 11

13 COMMUNITY CHALLENGE WE WILL BE RESPONSIVE AND ACCOUNTABLE TO OUR LOCAL COMMUNITIES BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Be a leading voice in shaping plans for economic and community development with local and regional stakeholders and partnerships. Be a leading partner in the development of clear training progression and career pathways for local people and business. Develop and implement distinctive brands and communication plans for Langley and Windsor College. The College continues as the lead partner for skills in the local area as demonstrated by participation in local and regional planning groups and projects. By 2017, increase in income generated from community use of facilities. By 2017 prepare new plans and strategy in light of any proposed merger. Provide and develop real work experiences for our students including curriculum that incorporates commercial and social enterprise opportunities. Continue to develop strong marketing, communication and IAG strategies to ensure local people have sufficient choice and to respond to the challenges of the raising of the participation age (RPA). 12

14 COMMUNITY CHALLENGE WE WILL WORK IN PARTNERSHIP FOR THE BENEFIT OF OUR LOCAL COMMUNITIES BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Work in partnership with other providers to ensure provision for the community is secured and cost effective. Work in partnership with local business to develop curriculum for economic strength and growth. Work in partnership to ensure strong joined up progression pathways for local people. The College has a central place in local strategic partnerships to provide a vibrant and successful skills and education provision for the local area. Continued high levels of employer satisfaction. By 2017 prepare new plans and strategy in light of any proposed merger. COMMUNITY CHALLENGE WE WILL SUSTAIN OUR OUTSTANDING FINANCIAL MANAGEMENT TO ENSURE CONTINUED INVESTMENT IN OUR FUTURE BY 2017 WE WILL: OUR INDICATORS OF SUCCESS ARE: Continue to implement sound financial objectives to ensure financial health. Formulate budget plans to resource the strategic plan and optimise efficiency. Maintain the SFA judgement of outstanding financial health. By 2017 prepare new plans and strategy in light of any proposed merger. Generate sufficient annual cash surpluses to fund investment into capital development and possible partnership opportunities. Develop strategy and capacity to identify and bid for other sources of external funding. Develop strategy and capacity to increase other sources of income including training for businesses. Continue to develop and implement our Sustainability Policy. 13

15 WHERE OUR STUDENTS ARE FROM Full-time students 23 Reading 6 Winnersh 14 High wycombe Beaconsfield Gerrards Cross Denham 36 Ruislip Stoke Poges Uxbridge Cookham Burnham 733 Iver Hillingdon Greenford 152 Slough West Ealing Maidenhead Langley Drayton Hayes Southall Windsor wraysbury 25 Hounslow Feltham Bracknell 8 19 Ascot Staines 32 London Part-time students 122 Reading 38 Winnersh 71 High wycombe 7 32 Beaconsfield Gerrards Cross Denham 48 Ruislip Stoke Poges Uxbridge Cookham Burnham 1405 Iver Hillingdon Greenford 531 Slough West Ealing Maidenhead Langley Drayton Hayes Southall Windsor wraysbury 11 Hounslow Twyford 165 Feltham Bracknell Ascot Staines 527 London 34 Farnborough 14

16 Langley College Station Road Langley Berkshire SL3 8BY Windsor College St Leonards Road Windsor Berkshire SL4 3AZ Contact us REF: 21689_08-16