SIR GEORGE MONOUX COLLEGE

SIR GEORGE MONOUX COLLEGE STRATEGIC PLAN 2015 2018

WELCOME TO OUR STRATEGIC PLAN 2015-2018 TO PROVIDE HIGH QUALITY EDUCATION WITH THE POWER TO CHANGE LIVES I m pleased to be able to write the Foreword to our ambitious Strategic Plan. The Strategic Plan sets out what we intend to do over the next three years. I believe that it builds on our strengths but recognises where we need to improve. INTRODUCTION STAFF EXPECTATIONS MISSION PUTTING THE STUDENTS FIRST IN ALL WE DO. What our students achieve in the time they are learning with us is the greatest measure of success. However, it s not the only measure. It s important that our staff feel valued and appreciated and get real satisfaction from helping the young people we serve. This means setting high standards and showing appreciation when staff achieve the very best for their students. It also means having an ethos that welcomes ideas from staff and gives them a real part in setting the future direction for our College. It s also important that we are respected in, and by, our local community. Monoux needs to continue to be seen as an asset by the community. To provide high quality education with the power to change lives THIS WILL BE DEMONSTRATED BY: No organisation can afford to stand still; to rest on its laurels. This is particularly the case in education where what we do today has such an impact on what happens tomorrow. So our Strategic Plan includes exploring new developments that will benefit our students. What is important, however, is that these new developments are well evidenced not just good ideas plucked out of the air. So we will consider not just the benefits of any possible new development but also the risks involved. All effective organisations need to do this. Finally, we also have to address the Area Reviews of 6th Form Colleges and Further Education Colleges announced by the Government just before the summer. These Area Reviews will present a major challenge for all 6Th Form Colleges. It s important that we get involved and determine our own future. Not to do so will mean changes being put in place by people who know little of the community we serve. ALAN WELLS Chair of the Corporation VALUES Putting the student first in all we do Enabling students and staff to be the best they can be Building a learning community, based on trust, mutual respect, support and fairness Responding positively to own needs and the needs of others Promoting a sense of pride and belonging Delivering to the highest standards whilst working tirelessly to improve Recognising and celebrating effort and achievement Focussing on the highest standards of teaching and learning ENABLING STUDENTS AND STAFF TO BE THE BEST THEY CAN BE. THIS WILL BE DEMONSTRATED BY: Making learning challenging Communicating effectively and openly and making information accessible Being open to new ideas and sharing our own thinking Acknowledging and appreciating everyone we work with Instilling high expectations by leading by example BUILDING A LEARNING COMMUNITY BASED ON TRUST, MUTUAL RESPECT, SUPPORT AND FAIRNESS THIS WILL BE DEMONSTRATED BY: Respecting other s beliefs and values, even if they contradict your own Creating a safe and fulfilling place to work and study Updating one s own practice and knowledge, and those of others

STRATEGIC THEMES 1. EXCELLENT LEARNER EXPERIENCE a) TEACHING, LEARNING AND ASSESSMENT b) DYNAMIC CURRICULUM Outstanding Teaching, Learning and Assessment will be the essence of the College. We will maintain and develop a broad, responsive, relevant and inclusive curriculum offer. SGM students will be consistently fully engaged by teaching that creates a rich dialogue with students. They will learn and retain the maximum amount and will have the motivation to become active and independent learners. The reputation for great quality teaching and learning will lead us to be regarded by learners, the community and businesses as an outstanding, inclusive Sixth Form College.. Developing student skills to allow them to become inquisitive, independent and autonomous learners of their subjects, for example through skill-building induction programmes. Developing an improved timetable that balances the needs of students on all courses. Providing a robust lesson monitoring system which includes teachers and managers. We will ensure that all observers are suitably trained. Harnessing a culture of sharing the best practice in which teams take responsibility for improving the quality of teaching, and listen and act on student feedback. Exploring a number of possible developments for the future, including whether SGM should become a teaching school to prepare outstanding teachers for the future. Appointing specialist teachers and developing our staff: we will improve the learning experience by supporting professional practice through, for example, Advanced Practitioners and Assessment for Learning (AfL) training. Ensuring our managers focus is the improvement of teaching and learning until all teaching is good or better. Including teaching, learning and assessment as standing agenda items in all curricular meetings. Recognising and celebrating outstanding teaching, and those who go the extra mile to support our students. Headline success rate: 2% above the national average. Percentage of grades 1 and 2 SSA at SAR validation: 80%. No grade 4 provision within the 3 year strategy. Percentage of teaching observations graded as good or better: 90%, (no grade 4 provision). Scope of qualifications with positive value added to be 50% by end of 2018. Student feedback those who would recommend SGM to a friend: 90% by end of 2018. HEADLINE SUCCESS RATE 2% ABOVE the national average STUDENT FEEDBACK 90% by end of 2018 Embedding English, maths and employability skills across all areas of provision, and offering opportunities to develop character and resilience. Providing a comprehensive, accessible, attractive and engaging academic and vocational curriculum for 16-19 year olds, meeting the challenges of the curriculum changes. Regularly reviewing the curriculum offer to ensure that it supports the growth in student numbers. Ensuring at enrolment that all students are interviewed and assessed with integrity and that they are directed to the right programmes of study. Ensuring that all students are on a programme of study that provides opportunities to prepare them for progression to further education or employment after College. Developing systems which effectively identify and monitor at-risk students, and which deliver targeted and effective support to enable them to achieve. Investing in training and resources in new technologies to facilitate more flexible modes of curriculum delivery. Enriching the wider curriculum with opportunities that will enhance all students chances to succeed. Attendance rate (all learners): 90% (curriculum) The percentage of Level 3 Year 2 learners leaving with Level 2 Maths is 60% and Level 2 English 70%. The percentage of learners who leave to a valid destination shows a rising trend of 1%. Work Experience - all students access a meaningful employability experience, tailored to their needs, whilst at College. The programme of study incorporates what it is like to be a positive role model and a citizen within modern Britain. ATTENDANCE RATE 90% (curriculum) LEVEL 3 YEAR 2 LEARNERS LEAVING WITH 70% LEVEL 2 ENGLISH

1. EXCELLENT LEARNER EXPERIENCE 2. LEADERSHIP AND MANAGEMENT c) TUTORIAL AND WIDER LEARNING EXPERIENCE (ENRICHMENT) All students will have an excellent holistic College experience to enable them to be fully prepared for progression within a safe, welcoming and inclusive environment. This will require an outstanding tutorial system. Students will look beyond the classroom and College to develop a passion for the subject and develop personal skills needed to be successful in their chosen path. All leaders and managers will inspire our learning community, ensuring we provide high quality education with the power to change lives. Leaders and managers will be empowered to effectively manage and support their staff developing a culture of excellence, high performance and reflective practice. Leaders and managers will act decisively, consistently and swiftly to support best practices, provide regular feedback to staff and tackle under performance. Providing a tutorial system which fully supports and develops our students so that they can engage effectively with the world outside the college, their families and peers. This will include more 1:1 time and regular inspirational guest speakers to nurture and stretch the aspirations of our students. Appointing enthusiastic and passionate tutors. Training and monitoring tutorial staff. Using youth workers where appropriate. Offering varied enrichment activities that support curriculum subjects and promote deeper understanding of wider commercial and industrial contexts. Assessing and guiding all students prior to enrolment to ensure they are enrolled onto an appropriate study programme and provided with appropriate support. Reviewing tutorial schemes of work, ensuring that they are designed by tutors and teachers with input from students. Safeguarding is well embedded. Attendance rate (All learners): 90% (Tutorial) The student satisfaction survey shows an improving trend of 1% in students college and tutorial experience. There is an increased number of quality social spaces for students, available throughout the College. We provide a multi faith room. The visual environment consistently reflects College values. Key tutorial topics and information relating to visits, employment and progression opportunities are accessible to all. Clear protocols and systems for the Student Code of Conduct are embedded, and students are given clear guidelines during induction. Improve students behaviour both outside and inside the college. ATTENDANCE RATE 90% WE PROVIDE A MULTI FAITH ROOM Recruiting and retaining strong, committed managers and embedding a culture of management ownership and responsibility. Improving performance management. Having a set of transparent practices and behaviours for all our managers that enables them to support improvement and celebrate high standards of success in all college practices. Developing drop-in workshops, support groups and surgeries for managers; encouraging external and internal training; providing feedback to staff and opportunities to reflect. Continuing to offer opportunities for accredited management courses to all line managers and aspiring managers. Developing among staff a shared sense of ownership and success, by being clear about both responsibilities and accountabilities for all our staff throughout the organisation. Developing a self-critical, thoughtful and caring culture that promotes respect for each other as we work together to improve all services. We are graded at least Good at the next inspection and Outstanding at the following one. All management posts are filled by permanent staff. Staff survey scores increase year on year, by 1%, reversing the downward trend. We achieve Investors in People core accreditation and move towards the silver standard award by the end of the three year plan with a view to moving to gold. We achieve STEM assured accreditation in science, technology, engineering and maths and become a leading college in STEM subjects. To maintain the STEM assured accreditation over the three years and increase by 2% the number of STEM enrolments. GRADED AT GOOD AND OUTSTANDING WE ARE A LEADING COLLEGE IN STEM SUBJECTS

3. ENGAGEMENT: ENGAGE ACTIVELY WITH OUR COMMUNITY 4. P ARTNERSHIP AND COLLABORATIVE WORKING Marketing and communications will raise the College profile and strengthen our reputation as the provider of choice, differentiating ourselves from the competition with bold messaging that positions SGM as an outstanding Sixth Form College. All staff and governors of SGM will have a clear understanding, input and ownership of the College s strategic vision and objectives to ensure the delivery of outstanding teaching and learning. An Engagement Strategy that develops students resilience and employability skills, supporting progression to Higher Education, Further Study and Employment. Developing a marketing, school liaison, public relations and communications strategy which promotes the College as the provider of choice. The corporate brand and message is known and used consistently. Our perception baseline, regularly tracked, shows continued growth. Promoting a culture of employer and community responsiveness, which meets the needs of our students and, by providing the qualifications and skills for higher education, also meets those of employers and the wider community. Relevant and appropriate work experience opportunities on all courses. (100% of Year 2 students to participate in employment experience). P roviding and maintaining robust information for all internal and external communications. Having a clear and effective mechanism for communicating with staff with a culture of openness, honesty and transparency. D eveloping and implementing a new Schools Liaison Strategy to capture school leavers. E stablishing a range of partnership and community activities to increase local awareness, and use, of the College. Tracking student destinations and using this information to underpin key messages and enhance the College s reputation. There is an increase in the intake from schools in our wider catchment area by 10% by end of the three years. Staff engagement with new, interactive Staff Intranet and positive feedback. There is an increase in the number of positive destinations captured by 1% and the College identifies earlier our successful alumni in H.E. and employment. A baseline of collaborative partnerships is met and will show a potential for growth. We will gain three additional employers year on year. R eviewing and improving the interview experience in the light of the above changes. D eveloping the alumni relationships and building a database of contents. INTERACTIVE STAFF INTRANET AND POSITIVE FEEDBACK WIDER CATCHMENT AREA BY 10% by end of the three years Providing complementary learning experiences in conjunction with partner organisations (including those in business, commerce and industry) which develop the skills and character traits our students and staff will need over the next 10 years. Building even stronger links with both Russell group and wider university institutions outside London. The introduction of one curriculum-focused enrichment activity per term for all students, linked to an appropriate industry or business sector. Further development of the Parents Advisory Board, to meet termly. Also the development of a Parents Charter and of an annual Parents Conference to foster closer parental engagement. The development of further school links, establishing key account managers from the College linked to partner schools. An increase in formal partnerships with an additional two Russell Group Universities and two other inclusive Universities outside London, leading to an increasing trend of progression to HE and to Russell Group universities. WORK EXPERIENCE OPPORTUNITIES 100% Year 2 students AN INCREASE IN FORMAL PARTNERSHIPS

5. INVESTING IN PEOPLE 6. INVESTING IN LEARNING The College is committed to achieving successful outcomes to our students and recognise that our staff are at the heart of ensuring success. The College must have effective recruitment, selection and retention strategies in place which will enable it to recruit and retain the right calibre of staff to achieve its vision. To ensure the long term future viability of the College. Improving employee morale and engagement within the College. Recruiting and retaining the right people with the right skills, competences and behaviours which align with the College s Strategic aims and objectives. Having clear and effective mechanisms for communicating with staff with a culture of openness, honesty and transparency. Recognising what we do well and stretching ourselves to gain competitive advantage demonstrating why are an employer of choice. Analysing equalities monitoring data and take any necessary remedial action. Our staff survey and other feedback show that our staff feel increasingly supported, developed and valued by 1% a year. To respond regularly and effectively to feedback received from staff. To increase our induction of new joiners to three per year. To review our current recruitment policy and process to ensure it aligns with our strategic aims and objectives. Carry out an annual impact assessment of the recruitment process to help eliminate any potential discrimination. To ensure managers and others involved in recruitment and selection are trained in order to raise awareness to tackle and avoid any potential prejudice. To review our equalities objectives and publish them every four years. To review, annually, equalities and diversity monitoring data. Using the College resources to achieve excellence in the learning environment, so that all in the College community can meet their potential. Ensuring that all staff are employed in the most appropriate roles and providing excellent training and support - continuing to invest in our staff to enable all to perform to the best of their ability. Maximising financial resources via income diversification, efficiency and cost control. The College remains in Grade 1 financial health: Student numbers grow by 150 over the three years of the plan. Pay costs remain equal to, or lower than, 70% of income. Permanent pay costs are equal to, or lower than 90% of total pay costs. Adjusted cash flow is positive in all years. New debt is only taken for new building works agreed by the Corporation. At least 2% is saved per annum on non-pay costs. By the end of the three year period non-efa income is increased by 100,000. Carbon emissions are reduced by a minimum of 28% and all buildings are at least environmental category B, with the aim to be carbon neutral by 2024. FEEL INCREASINGLY SUPPORTED, DEVELOPED AND VALUED EVERY FOUR YEARS, REVIEW OUR EQUALITIES OBJECTIVES STUDENT NUMBERS GROW BY 150 over the three years CARBON EMISSIONS ARE REDUCED BY 28% at environmental category B Advances in digital technology are exploited to Develop ILT resources to support innovative changes in curriculum delivery. The investment in ILT is increased by 100,000 over the plan period, with an equivalent offsetting reduction in curriculum delivery costs. All computers have the necessary memory and processors to perform acceptably on the network.

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