HARTPURY our STRATEGY FOR OUR FUTURE

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1 HARTPURY 2020 our STRATEGY FOR OUR FUTURE

2 Principal s Introduction At Hartpury we aim to provide a unique high quality experience in a focused supportive environment, challenging our learners in the pursuit of excellence. Russell Marchant Hartpury College has grown and developed over the last 20 years into a leading specialist College in animal and land, equine, sport. We are graded Outstanding by Ofsted for our Further Education provision and in 2014, we received two commendations from the Quality Assurance Agency for Higher Education for the quality of enhancement of student learning, with seven areas of best practice identified. We believe we are the best at what we do and we aim to continue to lead the way by innovating and evolving to give our Russell Marchant Principal students the best possible experience and environment in which to develop, supported by experienced and passionate staff. Our ambition is always to provide our students with the opportunity to go further in whatever career they choose. This strategy document sets out our priorities to ensure we meet this ambition. As a Further Education college that also delivers Higher Education qualifications, with over 3000 students, we are proud to have been an Associate Faculty of the University of the West of England since We are now working towards our own Taught Degree Awarding Powers, which will give us the independence to grow and further strengthen our Higher Education offering. Our facilities are outstanding. Hartpury Equine is the world s largest equine educational centre with an exceptional reputation where every student receives the individual support they require to grow and develop. And Hartpury Sport provides an elite professional club environment in which students of all capabilities can thrive. The pinnacle - our elite Academy Programme - covers eight different disciplines in sport and equine, supporting athletes in their ambitions to be among the best in their field. In the last 10 years alone, we have produced more than 100 rugby internationals and more and more athletes across all disciplines are earning international recognition. The College s estate and farms are a high quality resource for our land and animal students, while we are continuing to invest in indoor facilities, laboratories, animal collections and commercial scale agricultural enterprises to ensure students are supported to gain both the theoretical and vocational skills they need to allow them to succeed in their chosen careers. With over 1,000 bed spaces on-site, there is a thriving and diverse student residential community. Graded as outstanding (Ofsted 2012,) the safeguarding and wellbeing of students is at the heart of our business. We have an outstanding reputation for producing graduates who have both academic rigour and practical hands-on skills and experience. It s this powerful combination that makes students who have been nurtured at Hartpury so attractive to employers in today s fast moving world. 2 3

3 Mission Statement Hartpury College will be a specialist niche provider delivering relevant, effective and high quality education and training for employment in land-based, sports and allied industries; locally, regionally, nationally and internationally. Our Vision Hartpury will be an outstanding 21st century College distinguished from others in its excellence with: Outstanding Provision We will ensure our programmes are academically and vocationally relevant, up to date, influenced by industry requirements and prepare students for employment or further study. Outstanding Delivery We will maintain a clear and sustained focus on continually improving teaching, learning and support. Outstanding Benefits to Learners We will provide access to real working environments and work placement opportunities in all of our key curriculum areas. We will give all of our students an outstanding student experience by focusing on their academic and individual needs. Outstanding Performance We will aim to add value to our core qualifications to ensure students leave Hartpury equipped for success in their chosen careers. 4 5

4 Our Values The College has five defined corporate values. These values inform the organisational culture of the College and underpin all College actions, communications and operations. These are: 4.1 First choice, first class We put the students at the heart of everything we do and are committed to providing a learning experience that is first class. Our philosophy is that the learner comes first and we are student centred, treating each student as an individual with a unique set of needs. 4.2 Striving for excellence We are committed to doing the best we can in all we do, taking responsibility for setting and achieving high standards. We are committed to creating and operating a stimulating learning environment for our students through consistent, high quality delivery. 4.3 Encouraging and challenging all We will create an environment that encourages challenge, and where we are stimulated by being challenged in a constructive and positive fashion. Our aim is to be outstanding, in all our business activities, and we achieve this through improving our quality of service and encouraging all to be enterprising and innovative. 4.4 Nurturing talent We recognise that people are at the centre of everything we do. We derive value through investing in our people, supporting their development and encouraging them to achieve their potential. We tell our staff and students exactly what is expected of them and reward and promote solely on merit. 4.5 Promoting respect for all We create an inclusive and accessible environment that enables and promotes belonging and respect for staff, students and the wider community. We create an inclusive approach for both students and staff that promotes diversity, positive behaviours, builds effective relationships and enables all our students to develop and achieve the best possible outcomes. We value others for their contribution, irrespective of personal differences. 6 7

5 STRATEGIC PRIORITIES 1. Hartpury will be outstanding The quality of provision, student experience and benefits will continue to be paramount and the vocational focus of both our Further and Higher Education programmes will be key to our unique offer. We will make the most of technology to both add value to our students experience and maximise their exposure to relevant technology wherever possible. Taught Degree Awarding Powers are being pursued as a priority to enable the further development of Higher Education at Hartpury. 2. Hartpury will continue to grow Growth will continue to be a strategic priority and will be effectively managed to ensure resource-efficient delivery and the maintenance of quality. We will maintain our curriculum breadth and range, offering high quality and vocationally relevant provision from Level One up to Level Seven Masters. We will maintain our curriculum focus on sports, equine, animal and land-based provision. 3. Hartpury will enable students to be the Best They Can Become We will produce well rounded citizens. We will produce students who are skilled and knowledgeable, employable and adaptable. We will support students and alumni on their journey to fully achieve their aspirations. The core College strategies are the Further Education and Higher Education strategies. Additionally there are two enabling strategies that are critical to support the delivery of excellence across each of these three priorities. 1. People, Performance and Development We will continue to attract, develop, motivate and retain a highly skilled, highly trained and highly motivated workforce. This is vital to maintain a competitive edge and to continue to develop our range of specialist learning opportunities, as well as being regarded as an employer of choice in the local, national and specialist sector markets. We want our College to be a place where staff are happy and proud to work. We aim to develop a College with rising levels of staff satisfaction where staff are empowered to make decisions, where they feel included and where they can play a significant role in our future development and in the continual improvement of teaching and learning. 2. Place, Resources, Estate and Infrastructure The principal purpose of our estates strategy is to provide and maintain appropriate facilities to support our existing curriculum demands, future education offer and development, together with supporting practices. 8 9

6 Strategic Priority 1 - Outstanding Learning Strategic Priority 2 - Continue to Grow Priority Will be achieved by Measure Priority Will be achieved by Measure The quality of provision, student experience and benefits will continue to be paramount and the vocational focus of both our Further and Higher Education programmes will be key to our unique offer. We will make the most of technology to both add value to our students experience and maximise their exposure to relevant technology wherever possible. Taught Degree Awarding Powers (TDAP) are being pursued as a priority to enable the further development of Higher Education at Hartpury. 1. Maintain the highest possible classification with Ofsted and QAA by delivering an outstanding educational experience. 2. The Teaching Learning and Scholarship Strategy will be implemented, enhancing the quality of HE student learning opportunities. 3. The skills support for the Student Success and Achievement Unit will be developed further as a model for delivering support for all students. 4. Blended learning techniques will be developed to improve the learner/student experience and widen access to our programme areas. 5. An application has been made for TDAP and if successful, University title will be sought for Hartpury s HE offering. Student survey satisfaction ratings Retention rates Success rates Achievement rates Teaching observation grades Value added performance NSS scores Good Honours achievement TDAP achieved University title achieved for our HE offering Growth will continue to be a strategic priority and will be effectively managed to ensure resource-efficient delivery and the maintenance of quality. We will maintain our curriculum breadth and range, offering high quality and vocationally relevant provision from Level One up to Level Seven Masters. We will maintain our curriculum focus on sports, equine, animal and land-based provision. 1. FE growth will continue but at a rate that ensures efficient delivery, maintains quality and accepts that there will be limiting factors. 2. Growth will be sought in the delivery of apprenticeships and remote delivery of programmes. New income generating opportunities will be explored and implemented to contribute to curriculum breadth and financial performance. 3. Costing models will be developed to support recruitment targets in both FE and HE. 4. We will target home HE student recruitment at 500 new enrolments per annum and achieve a stable FTE student body of over 1400 home students and over 100 international students. 5. FE to HE Progression will continue through specific targeted activities and support. Full Time FE enrolments Apprentices enrolled and progressing FE to HE progression HE headcount and FTE 10 11

7 Strategic Priority 3 Key Enabler 1 - People 1. Develop our Students to be the Best they can Become Enabler Will be achieved by Measure Priority Will be achieved by Measure We will produce well rounded citizens. We will produce students who are skilled and knowledgeable, employable and adaptable. We will support students and alumni on their journey to fully achieve their aspirations. 1. Students gaining vocationally relevant knowledge and skills. 2. Students being exposed to relevant technology wherever possible. 3. The Students Union will enhance the student experience. 4. The Hartpury Innovation Careers and Enterprise service will be launched to enhance student employability. Positive destination data for FE Graduate destinations in HE Overall graduate employment in HE We will continue to attract, develop, motivate and retain a highly skilled, highly trained and highly motivated workforce. This is vital to maintain a competitive edge and to continue to develop our range of specialist learning opportunities, as well as being regarded as an employer of choice in the local, national and specialist sector markets. We want our College to be a place where staff are happy and proud to work. We aim to develop a College with rising levels of staff satisfaction where staff are empowered to make decisions, where they feel included and where they can play a significant role in our future development and in the continual improvement of teaching and learning. 1. Developing a high performing organisation. Staff performance is equitably managed and we develop our managers by providing an environment where all can perform at their greatest effectiveness, enabling maximum contribution to the achievement of our strategic aims. 2. Organisational structure and HR planning developing workforce structures that ensure the effective and efficient deployment of appropriately skilled staff to respond to internal and external drivers and that are, in turn, integrated with the financial strategy. 3. Learning and Development a culture of CPD, ensuring all staff have the opportunity to be as effective as possible with developmental opportunities linked to our strategic aims. 4. Leadership and Management to develop strong and effective leaders with the vision and energy to deliver our strategic aims. Staff turnover Staff survey engagement Appraisal completion % Teacher qualified 12 13

8 Key Enabler 2 - Resources Enabler Will be achieved by Measure The principal purpose of our estates strategy is to provide and maintain appropriate facilities to support our existing curriculum demands, future education offer and development, together with supporting practices. The financial strategy supports College aims by recognising the challenge of providing finance for the College to grow whilst at the same time maintaining our strong financial controls, to enable the release of sufficient funds to invest in existing facilities. 1. Creating the best facilities to support learning, which are flexible enough to respond to changing learning needs and priorities. 2. Investment in new facilities to meet current needs, support growth and any new curriculum streams. 3. Using all property assets to their maximum potential and upgrading in those buildings which are worthy of retention. 4. Investing in sustainable estate, with particular regard to recycling and the use of renewable energies. 5. A financial strategy which will ensure the continued confidence of stakeholders to support the College. 6. Maintenance of at least a satisfactory financial health rating as measured by the Skills Funding Agency. Student satisfaction surveys NSS scores Surplus generated SFA moderated financial health grade 14 15

9 Hartpury College, Hartpury, Gloucestershire, GL19 3BE T: F: E: