Bolton College Strategic Framework
|
|
- Rosalyn Cameron
- 6 years ago
- Views:
Transcription
1 Bolton College Strategic Framework
2 The Bolton Context Population Just over 280,100 people live in Bolton and it is the fourth largest district in Greater Manchester. This large resident population provides the Borough with a key economic asset that has driven growth. During the last decade ( ), Bolton s population has grown by 6.2% (16,200). This is slightly below the 6.9% growth in Greater Manchester as a whole, but higher than growth in the North West (4.2%). Bolton s population is expected to grow by 6% between 2012 and 2022, according to the latest projections from the Office of National Statistics. This amounts to an additional 16,600 people in 10 years. In terms of age groups, estimates suggest the over 65 age group will account for most of the growth, rising by 22% (or almost 10,000 people). The 0-14 age group is projected to increase by 9% (5,000 people). The age group is projected to see an increase of about 1%, adding some 2,000 people. This means that while Bolton s population is expected to grow over the next decade, it is mostly due to an increase in the dependent age groups. Bolton is a key area for resettlement of asylum seekers in the North West, second only to Rochdale and ahead of both Manchester and Liverpool. Deprivation Bolton is ranked 4th in Greater Manchester and 36th in the UK in terms of deprivation. It has areas of high levels of deprivation and has a higher unemployment rate than both the North West and GB as a whole. One in five (39 in total) lower layer super output areas in Bolton is in the top 10% of most deprived in the UK. The College recruits a large majority (69%) of learners from these areas of deprivation. Many of our learners face a number of barriers to their learning and we are highly successful in supporting them to achieve through a wide range of methods.
3 Employers Within Bolton, the majority (81.3%) of businesses are micro, with 0-9 employees. This is similar to GM (80.8%) and the UK more generally (82.9%). At the opposite end of the size scale, 0.5% of companies in Bolton have 250 or more employees, virtually in line with trends across GM and the UK. Employment It remains important to address economic inequalities across the Borough in order to enable more of Bolton s residents to share in the benefits arising from future growth. Bolton s labour market still has higher levels of JSA claimants (2.7%) compared with GM and national averages (2.4% and 2.2%, respectively). The unemployment rate in Bolton remains higher than in both GM and the UK. In 2014, the percentage of people aged 16 and above who were unemployed was 9.3%, compared with 8.7% and 6.8% for GM and the UK, respectively. While unemployment rates in Bolton are lower today than their 2012 peak of 10.1%, they are still much higher than 2008, when only 5.4% of people 16+ were unemployed. Bolton is forecast to see a 0.8% year-on-year increase in employment between 2014 and 2024 equivalent to 10,800 additional jobs over the decade. Business, financial & professional services is expected to be the largest contributor (6,200), while declines in manufacturing and the public sector are forecast to offset some of the increases. The latest business demography data reveal that Bolton is recovering from the recession, with business births (1,380) surpassing business deaths (950) in This followed a net decline (deaths surpassing births) for all years from Both average workplace ( 22,068 pa) and resident ( 22,819 pa) wages in Bolton are below those of GM ( 25,108 and 24,945 respectively). This suggests that better equipping residents is still an important challenge for Bolton. Better skills mean that residents could access highervalue employment, either in Bolton or outside, expanding the opportunities available for residents.
4 Skills & Qualifications Skills is a critical issue, both for reducing deprivation and unemployment and for stimulating business growth; developing and retaining new talent through improving aspirations, and developing and better matching skills with business needs is one of the six key objectives within Bolton s Economic Vision. In order to maximise the advantage of the size of its economy and resident population, Bolton needs to increase the proportion of its residents attaining higher-level skills. The latest vacancies data for Bolton (and the wider GM conurbation) highlight the availability of higher-value vacancies on the jobs market (professional, managerial roles etc.). If this trend continues and residents of Bolton are able to access these, it will help an increased proportion of the local population to work in higher-level roles. Around one quarter of the population aged 16+ in Bolton hold an NVQ4 qualification or above. While this is below both GM s and the national average, Bolton s economy has been moving in the right direction. The proportion of people aged 16+ holding an NVQ4+ qualification has grown from 21% in 2008 to 25.2% in However, while the UK and GM averages were 9.5% and 11.5% respectively in 2013, Bolton s economy has 13.2% of its age 16+ population with no qualifications. While a challenge for Bolton, the Borough has made headway compared to 2008, when 15% of the age 16+ population held no qualifications. The challenge for Bolton is to ensure that residents continue progressing with skills and move towards the higher end of the qualifications spectrum, thus increasing the proportion of people with higher-level skills. The proportion of pupils achieving five or more GCSEs at grades A* C (including Maths and English) increased by 14 percentage points, from 46.2% in to 60.2% in However, only 22% of 16-year-olds come to the College with grade A*-C English and 27% with A*-C Maths. This expresses the challenge we face in developing these skills for those young people who have failed to achieve in secondary education - particularly with the importance of English and maths to employability. Of the GM Boroughs, Bolton has seen a considerable decline in 16 to 18 year-olds who are not in employment, education, or training (NEET). Between June 2011 and 2014 NEETs fell by 3 percentage points in Bolton to 4.9% - a higher fall than in GM as a whole. The College has played a key role in this reduction. Our flexible approach allows for NEET learners to join throughout the year, not just in September. In spite of this having an adverse effect on funding values, we will continue to support these learners in line with our inclusive mission.
5 + Changes in Further Education The post-16 education sector is critical to the government s strategy of raising productivity and economic growth. The Government s focus has been on driving up the quality and rigour of the post-16 offer, including introducing reforms to Apprenticeships, reforming A-levels, improving and simplifying the national funding formula for year-olds, and removing 6,000 low-value qualifications from performance tables and public funding. However, the Government has announced that further progress must be made. As set out in the Government s productivity plan, Fixing the Foundations creating a more prosperous nation, improving productivity is a key national challenge. In addition to the expansion of the Apprenticeship programme, two major planks of reform are critical to achieving government objectives: Clear, high-quality professional and technical routes to employment, alongside robust academic routes, which allow individuals to progress to high-level skills valued by employers; and A-Z Better responsiveness to local employer needs and economic priorities, for instance through local commissioning of adult provision, which will help give the sector the agility to meet changing skills requirements in the years ahead, building on the agreements with Greater Manchester, London and Sheffield. Substantial change is required to deliver these objectives while maintaining tight fiscal discipline. The work of the FE and Sixth Form College Commissioners has identified that there is significant scope for greater efficiency in the sector, in a way that frees up resources to deliver high-quality education and training which supports economic growth. abc & % The Government has decided that reform of post-16 education and training institutions is now necessary, in a way which also addresses the significant financial pressures on institutions - including a declining population and the need to maintain very tight fiscal discipline in order to tackle the deficit. The Departments for Education and Business,? Innovation & Skills have facilitated a programme of Area-Based Reviews to review 16+ provision in every area. These reviews have provided an opportunity for institutions and localities to restructure their provision to ensure it is tailored to the changing context and designed to achieve maximum impact. The focus is on FE and sixth form colleges, although the availability and quality of all post-16 academic and work-based provision in each area is also being taken into account. The process began in September 2015, with the 21 colleges within Greater Manchester among the first to be reviewed. It is likely that there will be a move towards fewer, often larger, more resilient and efficient providers. The aim is to enable greater specialisation, creating institutions that are genuine centres of expertise, able to support progression up to a high level in professional and technical disciplines, while also supporting institutions that achieve excellence in teaching essential basic skills such as English and maths.
6 Our Vision Bolton College works with a wide range of public and private sector organisations to meet the education and training needs of Bolton. We will support the regeneration of Bolton, contribute to business success and foster good community relations through the provision of flexible, innovative and responsive high-quality training opportunities and a curriculum offer that is closely matched to employment and skills priorities. We will create a high-quality learning organisation which captures outstanding practice, including a culture of continuous improvement, by providing inspirational, cutting-edge teaching, learning and assessment that is responsive to the needs, interests and experiences of all students and leads to success. We will assist all our learners to reach and maximise their full potential and progress in their learning; gain employment, including Apprenticeships; and continue to improve their skills. Our Mission Bolton College will enable individuals, businesses and communities within Bolton and the City Region to realise their potential through education and training that is inclusive, inspiring, innovative and responsive to their needs. Our Values Our key values are: Excellence in all we do Ensuring learning and the student are at the heart of everything we do Equality of opportunity and celebration of diversity Serving our community Honesty and professionalism Caring for the environment and the communities we serve
7 1. Deliver outstanding outcomes for learners In order to do this, we need to 1.1 Ensure that our provision is reflective of local and regional skills and employment demands and supports the delivery of wider strategies and plans for Bolton and the City Region, including full- and part-time courses and Apprenticeships 1.2 Provide excellent information, advice and guidance and effective initial assessment so that students are placed on the most appropriate programme 1.3 Ensure high-quality, inspirational teaching, learning and assessment is delivered to our students 1.4 Innovate our curriculum through the utilisation of technology 1.5 Ensure our students have good punctuality and attendance, stay on programme and achieve their learning goals 1.6 Enable our students to develop skills that improve their employability through work experience placements and enterprise initiatives 1.7 Support students to improve their English and maths skills in order to increase their employability 1.8 Actively support our students to progress to their chosen destination, whether that is employment, further study at college or university or starting a business 1.9 Encourage social and extra-curricular activities so students have an enjoyable experience at the College 1.10 Foster the development of students as individuals and citizens, with a commitment to British values 1.11 Ensure that all our services and courses continually improve
8 2. Meet our funding and financial targets to ensure our sustainability We are funded by multiple funding bodies and income streams. We need to be financially sustainable in order to deliver our vision and aims and to attain our loan facility covenants. We therefore need to achieve our learner and funding targets for the following income streams 2.1 EFA funding for our class-based students 2.2 Adult Skills Budget for our 19+ class-based learners 2.3 SFA funding for 16-18, and 24+ Apprenticeships 2.4 HEFCE funding for higher education learners 2.5 Higher education franchise funding for higher education learners 2.6 Loans for 24+ learners on a level 3 programme 2.7 Bolton Council contract for Community Learning 2.8 In addition, we need to generate income from provision where there is learner or employer demand but which cannot be funded known as full-cost recovery provision - as well as from our estate and facilities 3. Be responsive to our communities in Bolton and the City Region We serve four different communities and we need to engage them all effectively and ensure we are responsive to their specific needs. 3.1 For Year-Olds we need to work in partnership with schools, parents and young people themselves to ensure that learners are fully informed of opportunities available to them for progression into post-16 vocational learning. Providing effective information, advice and guidance is a key part of this. 3.2 For Adult Learners we need to provide courses that have clear progression routes into work or further study from entry level and basic skills onwards, including Apprenticeships and higher education courses. 3.3 For Employers and Businesses we need to increase the number of employers the College engages with to both help them develop their businesses by addressing skills needs and to help the College to deliver a vocational curriculum that is relevant to the workplace. 3.4 For Community Partners and Stakeholders we need to work with Bolton Council and other community stakeholders to plan and successfully deliver high-quality and efficient learning for our communities, with specific focus on equality and diversity, the inclusion of hard-toreach groups and maximum community cohesion. In the context of the Area- Based Review in Greater Manchester, we will also work in partnership with other Greater Manchester colleges and providers.
9 How we will lead and manage the College to deliver our Strategic Aims 1.Quality Assurance & Improvement Ensure high-quality, inspirational teaching and learning is delivered to our students, including through the innovative use of technology Ensure our students are punctual, have good attendance, stay on programme and achieve Enable our students to develop skills that will improve their employability Support the progression of our students to their chosen destination Encourage social and extra-curricular activities so students have an enjoyable experience Ensure that all our services and courses continually improve Observations of teaching, learning and assessment Quality audits Self-Assessment Reports Learner Voice Stakeholder Satisfaction Surveys Dashboard Performance Review process Observations of teaching, learning and assessment Learning Walks Observations of teaching, learning and assessment Learning Walks Work placements organised Learner Voice Stakeholder Satisfaction Surveys Destination data Self-Assessment Reports Learner Voice Stakeholder Satisfaction Surveys Learner Voice Self-Assessment Reports Stakeholder Satisfaction Surveys Self-Assessment Reports Quality improvement plans MELD Performance Review process
10 2. People Recruit appropriately qualified staff and ensure compliance with Keeping Children Safe in Education 2014 Maximise the output/utilisation of our staff as our most valuable resource Invest in the skills and expertise of College staff through continuous professional development and industrial updating Effectively performance-manage our staff Create a positive culture through strong employee engagement and internal communications HR records and audit Reporting to Employment Committee Teaching staff deployment data Percentage of payroll to turnover Review of Staff Development plans CPD deployment data Staff appraisal process completion Sickness absence data Turnover of staff Staff Satisfaction Survey 3. Planning & Target Setting Plan our curriculum offer to be reflective of local and regional skills and employment demands Set targets and KPIs to deliver our Strategic Aims Curriculum Plan Destination data Targets and KPIs developed by SMT and agreed by Governors (please see section on Key Performance ) 4. Performance Review Effectively manage our performance against funding and learner targets Ensure we achieve all of the College s KPIs as agreed by Governors Support the Performance Review process through effective management reporting Dashboard Financial monitoring SMT meetings Full Corporation and Committee meetings Dashboard Performance Review process
11 4. Finance Maintain good financial health through the financial strategy, processes and systems and effective budget management Secure value for money in everything the College does Financial strategy Annual budget Monthly management accounts, including flash figures, commentary and a balance sheet Regular cash flow updates actual and forecast Delegated departmental budgets are monitored through monthly management accounts Three Latest Estimated Outturns meetings and reporting September Corporation receives preliminary year-end forecast before audit Compliance with Financial Regulations F&GP receive regular updates on Explore opportunities to develop partnerships with other colleges and partners to attract additional funding and seek efficiencies through joint service delivery and procurement Ensure that funds are available to continually update College facilities and invest in new areas of development, cutting-edge technologies and resources Partnership work to seek efficiencies with the Greater Manchester Colleges Group Additional funding streams, including joint tendering Joint procurement initiatives Capital expenditure policy and plans prepared and reviewed by SMT F&GP receive regular updates on capital expenditure retrospective annual expenditure analysis 6. Customer Service Ensure we deliver an excellent experience and the highest standards of service for all areas of our operation Surveys related to the learner journey (pre-entry and on-programme) Stakeholder Satisfaction Surveys Internal Customer Service Survey Quality of Service feedback Comments, compliments and complaints
12 7. Estate, Facilities & Resources Maintain our accommodation and facilities to provide an outstanding learning environment Maximise the efficient utilisation of our estate Ensure the College contributes to a sustainable environment Observations of teaching, learning and assessment Stakeholder Satisfaction Surveys Space utilisation Recycling data Utility consumption data 8. Safeguarding Safeguard and protect all members of the College community Ensure the health and safety of all members of the College community Annual Safeguarding Report for SMT and Governors Safeguarding database Security incident reports Minutes of Safeguarding Management Group PREVENT action plan HR Single Central Record Annual Health & Safety report for SMT and Governors Health & Safety Strategic Action Plan Health & Safety incident reports Minutes of Health & Safety meetings
13 9. Equality & Diversity Embed equality and diversity within the culture of the College and support inclusivity Equality and diversity in teaching and learning Single Equality Scheme Achievement of Investors in Diversity status Self-Assessment Reports Observations of teaching, learning and assessment Learning Walks 10. Identity & Reputation Enhance and protect the reputation of the College Positive media features Negative media features Comments, compliments and complaints Achievement of recruitment targets Stakeholder Satisfaction Surveys Every colleague has a key role to play in the leadership and management of the College.
14 Key Performance Indicators, Targets & Measures The Quality of Teaching, Learning & Assessment Punctuality Attendance Retention Achievement Success rates Value added and distance travelled Progression to next level Destinations Observations of teaching, learning and assessment Learner Voice / student satisfaction feedback Funding, Learner Volumes & Income Generation EFA funding for our class-based learners Adult Skills Budget for our 19+ class-based learners SFA funding for 16-18, and 24+ Apprenticeships HEFCE funding for higher education learners Higher education franchise funding for higher education learners Loans for 24+ learners on a Level 3 programme Bolton Council contract for Community Learning Full cost recovery Other income generation Financial Income Pay Non-pay Total surplus/deficit Cash in hand and 000 s Cash days in hand Debtor days Creditor days Current ratio
15 Employer Engagement No. of employers engaged with Levels of repeat business Employer satisfaction feedback People Percentage of payroll to turnover Turnover of staff Teaching staff deployment data CPD data Staff appraisal process completion Sickness absence data Staff Satisfaction Survey feedback Teaching staff qualified to Level 2 in English and maths Customer Service Levels of responsiveness External stakeholder satisfaction levels Internal stakeholder satisfaction levels Estate, Facilities & Resources Space / room utilisation Utility consumption Waste recycling IT systems and servers access and uptime availability Equality & Diversity (E&D) Reputation Local community data in relation to the nine protected characteristics (census data) Staff data in relation to the nine protected characteristics Learner data in relation to the nine protected characteristics Equality & Diversity Impact Measures Positive and negative media features Complaints Stakeholder surveys
16 Bolton College Deane Road Bolton BL3 5BG /company/bolton-college /boltoncollege +boltoncollege
LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY
LADY MANNERS SCHOOL CAREER, EMPLOYABILITY AND ENTERPRISE POLICY Final - Governors 17 November 2016 AIMS STATEMENT At Lady Manners School we strive to attain the highest standards in our work, have respect
More informationLEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN
LEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN 2015-2020 Introduction 3 Mission The Leading Choice 4 Core Strategies and Enabling Strategies 5 College Values and Defining Aims 6 Core Strategies
More informationTraining Solutions for Financial & Professional Services
Training Solutions for Financial & Professional Services 88% of workers are happy to stay in the same job for long periods if there are opportunities to develop within the role. Source: Development is
More informationSTAKEHOLDER Responsibilities ACCOUNTABLE TO...
Governance Trustees Trustees set the values and strategic direction and policies of the Trust. Trustees determine the governance structures for the Trust, approve the Scheme of Delegation and Risk Register.
More informationVocational Assessor Childcare/Early Years
JOB DESCRIPTION Job Title: Grade: Hours: Location: Department: Accountable to: Vocational Assessor Childcare/Early Years Support Grade E 37 hours per week Framwellgate Moor Campus School of Early Years,
More informationSMALL HEATH LEADERSHIP ACADEMY
SMALL HEATH LEADERSHIP ACADEMY Nurturing Today s Young People, Inspiring Tomorrow s Leaders JOB DESCRIPTION Job Title: Vice Principal Standards and Performance Reports to: Principal Scale: L23 L27 Staff
More informationWestminster City Council Employment Plan (Draft)
Westminster City Council Employment Plan (Draft) 2015 2019 Contents Draft Employment Plan 2015 2019 1 Introduction 02 Summary of the plan 04 Where we are now 08 Our vision for employment 14 Putting the
More informationThe Department for Business Innovation & Skills. The Future of Apprenticeships in England: Next Steps from the Richard Review
The Chartered Institute of Building submission to the The Department for Business Innovation & Skills On the consultation on The Future of Apprenticeships in England: Next Steps from the Richard Review
More informationHeadteacher Job Description and Person Specification
Headteacher Job Description and Person Specification Educating our children together Thinking about how we learn Job Description Main Purpose The Headteacher of Hillcross Primary School is a visionary
More informationForward As One Church of England Multi Academy Trust Scheme of Delegation
Forward As One Church of England Multi Academy Trust Scheme of Delegation This Scheme: sets out the Trust s approach to delegations between the different layers of governance within the Trust and is a
More informationTraineeships: A Response to the Government s consultation document from the London Work Based Learning Alliance
Traineeships: A Response to the Government s consultation document from the London Work Based Learning Alliance 1. Introduction The London Work Based Learning Alliance (LWBLA) is very pleased to respond
More informationTHE GATSBY BENCHMARKS 1 INSPIRING IAG 2 1. A STABLE CAREERS PROGRAMME
1. A STABLE CAREERS PROGRAMME Every school and college should have an embedded programme of career education and guidance that is known and understood by pupils, parents, teachers and employers. Every
More informationEDUCATION: NEW CHALLENGES, NEW OPPORTUNITIES
WE RECENTLY SURVEYED 240 SENIOR LEADERS FROM THE FE SECTOR FROM PRINCIPALS AND VICE PRINCIPALS THROUGH TO GOVERNORS THE FURTHER EDUCATION (FE) SECTOR IS FACING A PERIOD OF GREAT CHANGE IT IS FAIR TO SAY
More informationInterim Executive Headteacher Primary Academies (Bradford) Recruitment Pack.
Interim Executive Headteacher Primary Academies (Bradford) Recruitment Pack www.wcatrust.org Contents Page Letter from Interim Chief Executive Officer 2 About WCAT 3 WCAT Vision and Strategy 3-4 About
More informationDEVELOPING THE YOUNG WORKFORCE IN EAST RENFREWSHIRE. Implementation Plan
DEVELOPING THE YOUNG WORKFORCE IN EAST RENFREWSHIRE Implementation Plan 2015-2020 1 CONTENTS Page Introduction 3 East Renfrewshire 4 2015/16 (Year 1) 6 2016/17 (Year 2) 7 2017/18 (Year 3) 9 2018/19 (Year
More informationWORK PLACE LEARNING - APPRENTICESHIPS Customer Service and Business Admin Assessor/Trainer
WORK PLACE LEARNING - APPRENTICESHIPS Customer Service and Business Admin Assessor/Trainer August 2017 Riverside College is a highly popular and successful further education college conveniently located
More informationManchester City Council Role Profile
Manchester City Council Role Profile Director of Education, SS5 117,314 to 137,045 Children & Families Directorate Reports to: Strategic Director of Children & Commissioning Service Band SS5 - Strategic
More informationSchool Finance Manager
School Finance Manager The School is committed to safeguarding and promoting the welfare of children and young people and expects all staff and volunteers to share this commitment. Middle Leadership Team
More information12: Our Strategic Themes
Our Strategic Themes We have developed five Strategic Themes, which we believe reflect best practice in organisation development to govern the way we work. Promoting Effective User Involvement The Cedar
More informationLancashire Skills and Employment Strategic Framework
Lancashire Skills and Employment Strategic Framework Dr Michele Lawty-Jones Director of the Lancashire Skills and Employment Hub 6 July 2016 Presentation Overview Lancashire Enterprise Partnership Lancashire
More informationSocial Value Guidance for Bidders
Social Value Guidance for Bidders 1. Introduction This guide is designed to help you understand more about social value and how it is used as part of our evaluation of bids. Social value is about recognising
More informationManchester Children s Social Care Workforce Strategy. - building a stable, skilled and confident workforce
Manchester Children s Social Care Workforce Strategy - building a stable, skilled and confident workforce March 2016 1.0 Purpose of the Strategy As a council, we recognise that the workforce is our most
More informationJOB PROFILE. These relate to the school development plan priorities of (extract):
JOB PROFILE Job Title Human Resources Assistant Grade Scale 4 Directorate Children Schools and Families Division Swiss Cottage School Reports to Human Resources Manager Job Purpose The post holder will
More informationFinancial Strategy 2012
UNIVERSITY OF STIRLING Financial Strategy 2012 jn12 This document presents a revised and updated financial strategy for the University of Stirling. It defines what a financial strategy is and how it fits
More informationApprenticeship Strategy. Cambridgeshire County Council
Apprenticeship Strategy Cambridgeshire County Council 2012-2015 - 1 - 1 Context 1.1 The national context: More apprenticeships needed We believe in a strong future for Cambridgeshire. A well-skilled and
More informationWarwickshire County Council: DRAFT Position Statement on Skills Priorities (April 2010)
Warwickshire County Council: DRAFT Position Statement on Skills Priorities (April 2010) 1. Existing Skills Priorities The strategic approach to skills within Warwickshire is currently guided by the Sub-
More informationSALFORD EMPLOYMENT AND SKILLS STRATEGY
SALFORD EMPLOYMENT AND SKILLS STRATEGY 2017 20 Contents 01 Foreword from Councillor Stone 02 Our vision 03 Introduction 05 Delivering the strategy 07 National and local policy context 11 Salford s future
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationSummary HEFCE operating plan for
Summary HEFCE operating plan for 2006-09 Updated April 2008 Contents Introduction 2 Summary operating plan Enhancing excellence in learning and teaching 4 Widening participation and fair access 9 Enhancing
More informationRTC EDUCATION LTD T/A REGENT COLLEGE REGENT SKILLS TRAINING
Commercial in Confidence RTC EDUCATION LTD T/A REGENT COLLEGE REGENT SKILLS TRAINING TMX Report Template V2 02.04.12 Contents 1. Organisation Information, Introduction and Overview... 1 2. Areas of Particular
More informationOperational Plan
Operational Plan 2016 17 WELCOME to the 2016-2017 Operational Plan for Forth Valley College Forth Valley College is one of Scotland s leading providers of further and higher education and I am keen to
More informationManchester is a racially and culturally diverse city where black and minority ethnic people make up 12.5 % of the population (1991 Census).
1 THE MANCHESTER METROPOLITAN UNIVERSITY Race Equality Policy 1. Introduction The Race Equality Policy and supporting Action Plan are linked to the University s Equal Opportunities Policy and Action Plan.
More informationInstitutes of Technology Policy Statement
Institutes of Technology Policy Statement The Government will be launching a call for proposals to establish Institutes of Technology before the end of 2017. Applicants will be able to bid into a 170m
More informationApprenticeship levy A submission from the Association of Colleges: October 2015
Apprenticeship levy A submission from the Association of Colleges: October 2015 About Colleges Further education colleges provide high-quality technical and professional education and training for young
More informationSubcontracting Supply Chain Fees and Charging Policy
Subcontracting Supply Chain Fees and Charging Policy Change Control Version: New or Replacement: Approved by: Draft Replacement Senior Management Team Date approved: 13/11/2015 Name of author: Name of
More informationLOCATION: Alpha Plus Fostering, Oldham
National Fostering Agency Group Job Description JOB TITLE: REGISTERED MANAGER LOCATION: Alpha Plus Fostering, Oldham Purpose: The Registered Manager is accountable for providing vision and leadership to
More informationGovernors: Key Questions for meetings Key Questions for the Full Governing Body Meeting
Governors: Key Questions for meetings Key Questions for the Full Governing Body Meeting Vision & Values Is there a clear vision for the school? Is it shared with everyone and understood by all? Do we have
More informationFINANCE COMMITTEE EMPLOYMENT OPPORTUNITES IN THE PUBLIC SECTOR SUBMISSION FROM NHS GREATER GLASGOW AND CLYDE
FINANCE COMMITTEE EMPLOYMENT OPPORTUNITES IN THE PUBLIC SECTOR SUBMISSION FROM NHS GREATER GLASGOW AND CLYDE Thank you for your letter dated 17th July 2012 seeking information on the steps NHS Greater
More informationEnsuring highly effective organisational, financial and administrative functioning.
Job Description JOB PURPOSE Support the Academy s Leadership Team in its educational aims by Ensuring highly effective organisational, financial and administrative functioning. Advising the Principal on
More informationDraft Governance Self-Assessment Report
Author: QTL Committee Chairman/Clerk/Principal Recommended and agreed by the Governing Body: 14/12/16 Overall Effectiveness Grade: Requires Improvement Draft Governance Self-Assessment Report 2015-16 1
More informationEconomic Impact Statement Premier Inn, Custom House, Cardiff. May 2017
Economic Impact Statement Premier Inn, Custom House, Cardiff May 2017 Contents 1. Introduction 3 2. Construction Phase Impacts 5 3. Operational Phase Impacts 8 4. Conclusion 12 Appendix 1: Infographic
More informationLeading Inclusion EDI Audit Tool
Leading Inclusion EDI Audit Tool 1 Leading Inclusion EDI Audit Tool Supporting Leadership of Equality Diversity and Inclusion (EDI) in the Learning and Skills sector This Leading Inclusion EDI Audit Tool
More informationLABOUR RELATIONS AGENCY JOB DESCRIPTION. Job Reference (if applicable): DCS/06/16 Date: OCTOBER SALARY: NICS Grade 7, currently 46,141-51,816
LABOUR RELATIONS AGENCY JOB DESCRIPTION Job Reference (if applicable): DCS/06/16 Date: OCTOBER 2016 JOB TITLE: SECTION: Director of Corporate Services Corporate Services SALARY: NICS Grade 7, currently
More informationJob Description. As a Board of Governors, staff and student team, we embrace and are motivated by:
Job Description Job Title School/Department Job Holder Responsible to Assistant HR Advisor (Maternity Cover) Human Resources Vacant HR Advisor Date February 2017 1. Job Purpose You will be required to
More informationRecruitment Information Pack. Vacancy: Closing date: 19 July noon Interviews scheduled for: 3 August 2016
Roby Campus Recruitment Information Pack Vacancy: Data Analyst/Report Writer 37 hours per week Temporary 6 months Salary up to 30,000 per annum - depending on experience Closing date: 19 July 2016 12 noon
More informationLeeds University Union Job Description HR Administration Assistant
Leeds University Union Job Description HR Administration Assistant Responsible to: HR Advisor Responsible for: N/A Job purpose: To provide an effective HR administration service for LUU Duties & Responsibilities
More informationPobal Strategic Plan contents
contents 1. welcome to Pobal s strategic plan 2014 2017 2. the policy context informing our strategic plan 3. the general context informing our strategic plan 4. vision 5. mission & operating principles
More informationBeecholme Primary School Head of School - Job Description
Beecholme Primary School Head of School - Job Description The Head of School is accountable to the Trust Strategic Board, Local Governing Board and Executive Head Teacher for the standards achieved and
More informationNew River College Pupil Referral Unit JOB DESCRIPTION
New River College Pupil Referral Unit JOB DESCRIPTION POSITION: Deputy Headteacher (Head of Centre - Primary PRU) GRADE: L10-14 RESPONSIBLE TO: Headteacher RESPONSIBLE FOR: Designated teachers and support
More informationDRAFT EQUALITIES STATEMENT
DRAFT EQUALITIES STATEMENT 1 Our commitment Fairfield High School is committed to ensuring equality of opportunity and inclusivity for all members of our school community: pupils who attend the school,
More informationRegional Profile Harrogate & Yorkshire
Cordant People Be Integral Regional Profile & Yorkshire Albert Pego / Shutterstock.com Overview Economy of What Can Offer? Summary Overview as a location The district is part of the County of North Yorkshire.
More informationNATIONAL COLLEGE FOR HIGH SPEED RAIL JOB DESCRIPTION. Job title: Business Development Executive
NATIONAL COLLEGE FOR HIGH SPEED RAIL JOB DESCRIPTION Job title: Business Development Executive Job title: Salary Hours Location: Business Development Executive (2 posts) c 30k dependent on experience plus
More informationExecutive Headteacher
Executive Headteacher Valley Invicta Primary School Federation Maidstone Kent 107,000 to 134,000 A career defining opportunity in primary education The Valley Invicta Academies Trust* is looking to appoint
More informationJob Related Information
Job Related Information This document includes information about the role for which you are applying and the information you will need to provide with your application. 1. Role Details Vacancy reference
More informationCity of Glasgow College
POST SPECIFICATION POST: LOCATION: REPORTING TO: RESPONSIBLE FOR: Head of Department (Curriculum) tbc Head of School Curriculum Managers, Lecturers, and Support Staff within the prescribed Department KEY
More informationCEO RECRUITMENT PACK WE KINDLY REQUEST NO CONTACT FROM RECRUITMENT AGENCIES PLEASE
CEO RECRUITMENT PACK WE KINDLY REQUEST NO CONTACT FROM RECRUITMENT AGENCIES PLEASE Registered UK charity no. 326859 Dear Candidate I m delighted you have taken the step to find out about becoming the next
More informationPriority Questions- GLV-GLA Skills Consultation Event
Priority Questions- GLV-GLA Skills Consultation Event Priority One: Empower all Londoners to access the skills to participate in society and progress in education and in work Objectives Action: The Mayor
More informationN:\NPH Corporate & Customer Services\NPH Board\Key NPH Documents\Delivery Plan\Delivery Plan V13.doc 1
N:\NPH Corporate & Customer Services\NPH Board\Key NPH Documents\Delivery Plan\Delivery Plan V13.doc 1 Contents 1. Foreword... 3 2. Introduction... 4 3. Vision, Mission and Values... 5 4. National Context...
More informationThe Quality Assurance Agency for Higher Education. Single Equality Scheme: Second Annual Report
The Quality Assurance Agency for Higher Education Single Equality Scheme: Second Annual Report Contents Introduction 1 Overview 1 Equalities in relation to staffing 1 Recruitment and selection processes
More informationThrough the opportunities that our Multi-Academy Trust offers, we extend our mission beyond the school in which it originated.
Executive Summary This document represents the first Strategic Plan of John Taylor Multi-Academy Trust. Its predecessor equivalent, a fiveyear Strategic Plan for John Taylor High School, outlined the direction
More informationA MESSAGE FROM THE EXECUTIVE PRINCIPAL
A MESSAGE FROM THE EXECUTIVE PRINCIPAL The City of Peterborough Academy Special School (CoPASS) is for pupils with high functioning Autism Spectrum conditions between the ages of 4-16 years. All pupils
More informationCOMMUNICATIONS STRATEGY
COMMUNICATIONS STRATEGY 2016-2019 Introduction and purpose This strategy details how communications will support the delivery of shaping the future of urgent & emergency care (EEAST strategy 2016-21).
More informationLeader s foreword. to help ensure that we can support businesses in every way possible, helping them to grow and generate employment.
Economic Prospectus Leader s foreword 03 Welcome to the revised Sandwell Economic Prospectus which sets out the direction we want for the local economy over the next few years. Centrica Plc, Oldbury. Photo
More informationInformation and Communication Technologies Strategic Plan 2016/ /20
Information and Communication Technologies Strategic Plan 2016/17 2019/20 Foreword Mike Russell Chief Information Officer We must continue providing the infrastructure and vital support systems to keep
More informationLondon Design and Engineering University Technical College
London Design and Engineering University Technical College PRINCIPAL PACK MAY 2014 www.ldeutc.co.uk CONTENTS Letter from the Chair of the Project Steering Group About us: The London Design and Engineering
More informationStrategy and Strategic Summary Liverpool City Region Apprenticeship Hub
Strategy and Strategic Summary 2015-2020 Liverpool City Region Apprenticeship Hub Foreword We are pleased to introduce our Apprenticeship Hub Strategy for the period 2015-2020. This document sets out a
More informationfinancial & professional services in greater manchester overview of skills
financial & professional services in greater manchester overview of skills 1. INTRODUCTION The briefing summarises the findings of primary and secondary research in respect of the skills and training priorities
More informationApprenticeship and Funding Reform An overview. Teresa Frith June 2016
Apprenticeship and Funding Reform An overview Teresa Frith June 2016 Content Main aims Detail Key implications What are the main aims of the Reforms? The Government s message Employer driven Quality Simplicity
More informationEMPLOYER SERVICES. THE LEVY GUIDE Let us help you get back what you put in through a bespoke levy implementation plan.
EMPLOYER SERVICES THE LEVY GUIDE Let us help you get back what you put in through a bespoke levy implementation plan. Contents Why partner with Dudley College? 3 Our services 4 Apprenticeships recruitment
More informationDERBY COLLEGE APPRENTICESHIPS
DERBY COLLEGE APPRENTICESHIPS By completing a higher apprenticeship, you could see increased earnings of an estimated 150,000 over your lifetime DfE Apprenticeship Core Brief, November 2016 Is an apprenticeship
More informationEmployer Guide to Apprenticeship Changes, Funding & the Levy
Employer Guide to Apprenticeship Changes, Funding & the Levy This guide is applicable to all employers operating in the UK, whether you pay the apprenticeship levy or not. September 2016 Tel: 01159 677771
More informationEMPLOYERS GUIDE TO APPRENTICESHIPS
EMPLOYERS GUIDE TO APPRENTICESHIPS A practical guide to help you understand how apprenticeships can benefit your business February 2016 ocr.org.uk/apprenticeships 2 Employers Guide to Apprenticeships WHAT
More informationCAREERS, EMPLOYABILITY AND ENTERPRISE EDUCATION
PSHE Technology Art & Design Humanities PE ICT Science Maths English CAREERS, EMPLOYABILITY AND ENTERPRISE EDUCATION The term Information, Advice and Guidance (IAG) is used as an umbrella term to denote
More informationShipley College. Establishing governance arrangements for a Centre of Excellence (COE) Emerging governance models case study
Emerging governance models case study Establishing governance arrangements for a Centre of Excellence (COE) is a small further education college based in the World Heritage site of Saltaire. The COE is
More informationJob Description Assistant HR Business Partner Document Owner: Head of Human Resources & Organisational Development
Job Description Version No Revision Date Reason for Revision 004 3 June 2016 Company wide restructure Directorate: Corporate Services Division Human Resources Reports To: Grade: Band E Job Evaluation Number
More informationFCAT SUPPORT PACKAGE
FCAT SUPPORT PACKAGE Each academy within FCAT can expect the following: Area of support Area of activity Details of actions How often? School Improvement School Improvement Team Chief Executive Officer
More informationValue for Money Strategy
Value for Money Strategy Maximising Capacity & Creating Value Contents 1. Introduction 3 2. What is Value for Money and why it is important 4 3. Key Aim, Objectives, Approach and Measures of the Strategy
More informationEmployers Guide to Apprenticeships
Employers Guide to Apprenticeships An Apprenticeship is created through partnership. Incorporating on-the-job training with an employer and technical training with a training provider. These two elements
More informationScience Industry Partnership Strategic Skills Action Plan
Science Industry Partnership Strategic Skills Action Plan Science Industry Partnership Strategic Skills Action Plan 1 Foreword The SIP Strategic Skills Action Plan is positioned at the heart of the Government
More informationCore Cities: Delivering Employment and Skills
Core Cities: Delivering Employment and Skills This study has been commissioned jointly by the Core Cities Group and the Improvement and Development Agency for Local Government. Introduction to the Core
More informationJob specification. Her Majesty s Inspector (HMI), Education. Grade: HMI. Section 1: Job description. Context. Overall purpose. Key accountabilities
Job specification Her Majesty s Inspector (HMI), Education Grade: HMI Section 1: Job description Context Ofsted is the Office for Standards in Education, Children s Services and Skills. We inspect and
More informationSTaR Recruitment Pack Head of Strategic Procurement People Category
STaR Recruitment Pack Head of Strategic Procurement People Category 1 Contents Introduction 3 Background and context 5 Governance 6 Structure 6 Job Description and Person Specification 7 How is STaR Performing
More informationJob Description. Apprenticeship and Employer Engagement Manager
Job Description JOB TITLE: SALARY: HOURS: RESPONSIBLE TO: RESPONSIBLE FOR: Apprenticeship and Employer Engagement Manager Management Range C Normally 37 hours per week but commensurate on completing the
More informationJOB RESPONSIBILITY PROFILE. The provision of hospitality and facilitation of food and beverage service training at Hospitality House
JOB RESPONSIBILITY PROFILE POST: Operations Manager Front of House SALARY SCALE: RESPONSIBLE TO: RESPONSIBLE FOR: Head of Hospitality House The provision of hospitality and facilitation of food and beverage
More informationJob Description. Director of Communications Maternity Cover
Job Description Job Title: Director of Communications Maternity Cover Job Ranking: 1 Responsible to: Location: Chief Executive Head Quarters - Victoria, London Hours Per Week: 37.5 Date: October 2014 Job
More informationWORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY. Sharing our Values, Learning & Opportunities
WORKFORCE & ORGANISATIONAL DEVELOPMENT STRATEGY Sharing our Values, Learning & Opportunities Workforce & Organisational Development Strategy l Dundee Health and Social Care Partnership l 1 2 l Dundee Health
More informationProject Manager, Ipswich Opportunity Area
Project Manager, Ipswich Opportunity Area JOB DESCRIPTION Location: Ipswich (Waterfront) Campus. Salary: Within the range per annum/pro rata Grade: 9 Contract status: One year fixed term post with the
More informationDefining effective employer engagement
Defining effective employer engagement December 2009 The Taskforce vision: To ensure that every school and college has an effective partnership with employers to provide its young people with the inspiration,
More informationApprenticeships in. Computer Science and Information Technology
Apprenticeships in Computer Science and Information Technology Shaping the future The number of IT apprentices is soaring. Firms large and small are fast forwarding their plans by harnessing the skills,
More informationPosition Description
Position Description Position: Reports To: Direct Reports: Chief Executive Officer IFL- 247 Board of Directors Corporate Services Manager Health Services Manager Senior Medical Officer Purpose of the Role
More informationJOB DESCRIPTION. 1. JOB TITLE: Director of Careers and Employability. 4. DEPARTMENT: Careers and Employability
JOB DESCRIPTION 1. JOB TITLE: Director of Careers and Employability 2. HRMS REFERENCE NUMBER: HR14150 3. ROLE CODE: DIRCE 4. DEPARTMENT: Careers and Employability 5. ORGANISATION CHART: Director of Careers
More informationDATE: January Job Role Duties
POST TITLE : LINE MANAGER: Trainer/Assessor Head of Employer Engagement DATE: January 2016 Job Role Duties 1. To undertake the role of Trainer/Assessor as appropriate and provide support for learners on
More informationCreating Social Value
England Sustainable, Resilient, Healthy People & Places Module: Creating Social Value Module: Creating Social Value Vision: A health and care system that actively and systematically adds social value to
More informationScope. Executive Director of HR and OD. Appointment Brief. attentive trusted authentic
Scope Executive Director of HR and OD Appointment Brief attentive trusted authentic Appointment Brief Scope, Executive Director of HR and OD Contents Introductory Letter About Scope Organisational Structure
More informationPosition Title Customer & Service Delivery Manager, Metropolitan
Position Title Customer & Service Delivery Manager, Metropolitan Position Purpose This role is one of five functional roles that form the leadership team directly reporting into the General Manager Customer
More informationThe British Institute of Recruiters
BIOR The British Institute of Recruiters Apprenticeship Standard for Level 3 Team Leader/Supervisor (Manager) Bespoke Recruitment Management Content This qualification automatically earns you a Diploma
More informationCOMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK
COMMUNITY DEVELOPMENT PERFORMANCE MANAGEMENT FRAMEWORK 1 Contents Page Introduction to the Performance Management Framework 3 Ensuring Strategic Level Commitment 7 Implementing the Framework 8 Resources
More informationUTC Warrington. Vacancy: Receptionist
UTC Warrington Vacancy: Receptionist Job start: ASAP Interviews: w/c 13 th February 2017 Salary: Local Government Support Staff Pay Scale 9 13 14,975 FTE (Pro rata 6,046.55) Location: Warrington Contract
More informationChief Operating Officer (COO) circa 80,0000 per annum
JOB DESCRIPTION Job Title Reporting to: Department/Team Director of People Chief Operating Officer (COO) People Location Unicef House, 30a Great Sutton Street, London, EC1V 0DU 1 Hours Salary Band/Grade
More informationMilton Keynes Council Council Plan
ANNEX Milton Keynes Council Council Plan 2016-2020 Purpose of this Council Plan The Council Plan (The Plan) sets out how Milton Keynes Council will work to achieve its ambitions for Milton Keynes. Within
More information