Strategic Plan 2012-15 1
The Background The Overview to the Strategic Plan 2012-15 describes where we are now, our ambitions for the future and the direction of travel we plan to follow to achieve those ambitions in support of our Mission and the Government s education and skills agenda. It describes how we intend to manage our resources so that we can continue to deliver academic and business excellence on behalf of all our learners. They are, as always, at the very heart of all we do. Our Mission as Dorset s College of the Countryside is to provide inspiring and challenging education and training opportunities to equip learners with the knowledge and skills to succeed in life and work. Our Values describe the spirit in which we will provide those opportunities: putting the learner first in all our thinking; pursuing the highest quality in all our doing; promoting fairness, openness and respect in all our dealings. Our 4 priorities are to: 1. Achieve successful and positive outcomes for all groups of learners. 2. Offer a consistently high quality learning, teaching and support environment. 3. Manage the full integration of information, communication and performance activities for effective governance and leadership. 4. Improve financial performance to develop and enhance resources that enrich the learner experience. To manage our resources in an informed, flexible and responsive manner, our Strategic Plan is reviewed annually taking account of emerging needs and trends and performance. Our monitoring, knowledge-building and adaptiveness activities are continuous: in respect of the volume and mix of provision offered, we will be working very closely with Dorset LEP as well as increasing the frequency, collection and use of feedback from learners, families, employers and other partners, to ensure we can more strongly support local economic growth. OVERVIEW OF STRATEGIC PLAN 2012-15 Thomas Hardye School in our 6 th form and pre 16 partnership and planned new Studio School and with schools across Dorset, Bournemouth and Poole; we have the Royal Veterinary College base on site and link to Bournemouth University and the Royal Agricultural University College for our degree programmes; we host the Rural-Net (Hardy) business network and the Business Exchange and; we are members of professional associations (Landex) and contribute to LANTRA the industry sector body. Our Ambitions We seek sustainable and inclusive growth and aim to exceed expectations by having a Strategic Plan that anticipates, meets and takes advantage of change and opportunities for our learners. The acknowledged values of conservation, animal welfare, food provenance, renewable energies and quality of life are stimulating the emergence of new markets. Dorset s highly valued environment is a significant economic strength we can draw on: wider and faster broadband connectivity by 2015 aligned to already good enterprise levels will promote synergies between the rural and urban areas; the City Deal and improved transport corridors, port and airport access, will provide the basis for stronger supply chains, a comprehensive tourism offer encompassing rural, urban and coastal attractions and highlight local specialisms, including high quality foods. We aim to build on our position and achievements to date by: emphasising the acquisition of vocational and employability skills across the curriculum, particularly in14-19 and HE courses to improve the economic relevancy of learning and reduce youth unemployment; growing the range and take-up of Apprenticeships and Foundation Degrees to improve the supply of practical knowledge and scientific and technical skills demanded by new technologies and services; being pro-active in working collaboratively to respond to the raising of the participation age and improve accountability to local communities; inviting greater employer input to our work so that learners gain enterprise and innovation understanding that can better support business performance and their own progression; prioritising investment in capital development of purpose built specialist facilities for new and/or growing courses to ensure that our learning environment continues to be outstanding and highly relevant. Our Achievements Founded in 1947 we are a specialist environment and land-based industries college meeting the needs of the rural communities of Dorset and the South-West region as well as responding to national and global concerns around the sustainability of our natural world. Set within a beautiful 750 acre estate, Kingston Maurward House, a Grade 1 listed building, is surrounded by parkland, formal gardens and a lake. It is the hub of the college for learners and staff and is also enjoyed by the wider community as a centre for meetings, conferences and a range of public events. The Learning Resources Centre, complete with extensive modern IT facilities and laboratories, and a range of other specialist buildings and workshops located across the estate, provide learners with access to high quality, industry standard facilities for up-to-date, relevant learning and skills development. Over the last 5 years, we ve developed our professional and commercial activities to offer a unique and innovative integrated work and learning environment to meet the business and educational needs of learners. These include a dairy, livestock and cereal farm of 280 hectares; a herd of Aberdeen Angus and a butchery retail outlet; an international standard Equestrian Centre with livery and veterinary service; professional outdoor activities facilities that support our International Summer School; public gardens and park with horticultural nursery; Animal Farm Park tourist attraction with visitor centre and shop; professional animal care and dog-grooming and; hosting of large-scale events, conferences and weddings. We welcome learners of all ages and abilities: school students on link programmes and school leavers heading for employment, starting an apprenticeship or aiming for a degree; adults updating their knowledge and skills or re-training for a new career; employers and managers improving their business skills and use of new technologies and; individuals following their personal interests. To support progression to and in employment and to further related or higher level learning we have developed valuable relationships with partners, employers and Dorset LEP our local enterprise partnership which is responsible for setting a strong local skills and employment policy. We collaborate closely with The Our Plan of Action 1. Successful outcomes for learners: A greater focus on progression needs of the individual learner through: establishment of Dorset Studio School on the estate by 2014 improving local choice and relevancy of options at 14; systematic revision of curriculum content to emphasise work readiness; iimproved supply of objective and comprehensive progression information with extra-curricular activities to support job search and selfemployment or start-up activities; 3 and 6 month learner destination follow-up and advice. 2. High quality teaching and learning: review of curriculum structure to better match different sector and community needs through: improving frequency and type of employer input to courses; increasing and strengthening role of industry sector liaison groups; adapting course content to meet employer needs; developing courses/content to respond to new/growing employment sectors with identified skills gaps; maximising learner access to commercial/professional environments across the Estate. 3. Effective management: integrate and monitor communication and planning processes to flexibly meet changing needs through: increasing the quality and range of labour market information gathering and reporting; review of sectors, occupations and skills on which to focus including support for Dorset LEP key sectors Food and Drink, Environmental Goods and Services; differentiation of approach and liaison with different sectors to improve match of provision to employment opportunities; introduction of measures to understand impact of provision; integrated marketing plan for all activities. 4. Improved financial performance: mitigate effects of reduction in funding and ensure financial sustainability through: operational efficiencies in use of resources and energy consumption; development of income streams and commercial activities that increase (i) learner access to real work experience (ii) income generation for investment in buildings; implementation of shared services with partners. 2
MISSION, CORE VALUES AND KEY PRIORITIES Our Core Values : Our Mission: To provide inspiring and challenging training and development opportunities to equip people with the knowledge and skills to succeed in life and work To achieve our mission and vision we will continue to employ a set of core values to underpin our work and which will shape our future planning and development policy. These are: Put the learner first Deliver the highest quality in all that we do Promote a fair open and respectful culture Our Key Priorities : High Quality Outcomes Outstanding Teaching, Learning & Support Financial Strength & Efficiency High Quality Governance, Leadership and Management
Strategic Plan Our Approach Our Strategic Plan will be delivered in the spirit of our Core Values: Put the learner first Deliver the highest quality in all that we do Promote a fair open and respectful culture
Put the learner first In raising the ambition of all our students, their subsequent success and progression, leads to the success of our College Our students should enjoy, achieve, feel safe and benefit from their experience at Kingston Maurward College and develop as individuals All staff are here to serve the educational, training and employability needs of our students through excellent teaching and support services Our literature and information should be clear, accurate, useful, accessible and informative Effective leadership and management is the basis on which we develop our College Deliver the highest quality in all that we do We should all strive for high quality in all that we do Staff at all levels should be focused on improving the quality of learning and the student experience Staff should have access to regular, high quality and relevant development opportunities to assist them in carrying out their role in the College We must assess our quality levels by benchmarking our academic and financial achievements with comparable establishments Promote a fair, open and respectful culture A responsive ethos will ensure our College is successful, resulting in valued students and staff Every individual should be treated with respect, courtesy and fairness We should respect the rights and beliefs of each other, regardless of gender, marital status, age, disability, race, religion, sexual orientation or position within the organisation
Strategic Plan - Summary High Quality Outcomes Outstanding Teaching, Learning & Support Financial Strength & Efficiency LEARNERS equipping learners with the knowledge and skills to succeed in life and work High Quality Governance, Leadership and Management A Strategic Plan that anticipates, meets and takes advantage of change and opportunities. EXCEEDING EXPECTATIONS 6
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Key priorities and associated planning documents High Quality Outcomes Self Assessment Report Quality Improvement Plan Outstanding Teaching, Learning & Support Learning Strategy Employer Engagement Strategy HE Strategy HR Strategy (under development) Training and Development Plan Learner Voice Financial Strength & Efficiency Commercial Income Strategy (under development) Risk Register Energy Management Strategy (under development) Sustainability Strategy LEARNERS equipping learners with the knowledge and skills to succeed in life and work High Quality Governance, Leadership and Management Property Strategy Wessex Shared Service Plan Marketing Plan (under development) 13