STRATEGIC OBJECTIVE 2: Expand and diversify the curriculum offer by securing one new public or private contract in excess of 3m.

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1 Corporate Aim 1: Increase & Widen Participation To increase widen participation to meet the education skills needs of young people, adults employers in response to local, regional national priorities whilst promoting equality celebrating diversity. STRATEGIC OBJECTIVE 1: Increase the number of state funded 16-18s Employer Responsive (ER) Higher Education (HE) adults by being a student s first choice for academic vocational education training. We aim to increase (i) 16-18s apprenticeships by 20 in 2010:11, by 50 in 2011:12 by 60 in 2012:13 (ii) 16-18s FE by 170 in 2011:12 by 180 in 2012:13 (iii) directly funded HE adults by 15 in 2011:12 by 45 in 2012: Increase apprenticeships (16-18 adult) by exping L Based, Business, ICT, Finance, Administration, Public Services, Sport Level 4 Technician Apprenticeships in Science, Technology, Engineering Maths (STEM) related subjects. 2.(a) Increase vocational provision at: - Farnham College in Sport, Public Services, ICT, Arts / Media, Care. - Merrist Wood College in Animal Management, Public Services Sport. - Guildford College in i- Media, Creative & Performing Arts, Music Technology. (b) Consolidate A Levels through A Level Academy Farnham (c) Increase the investment in young people Not in Education, Employment or Training (NEETs). 3. Increase funding through competitive tendering to respond to the training needs of people (i) at risk of unemployment (ii) who are unemployed. 4. Exp HE enrolments (funding permitting) by targeting HE curriculum developments to Higher Education Funding Council for Engl (HEFCE) funding priorities including Biosciences, Science, Technology, Engineering Maths (STEM), Creative Industries. 5. (i) Design the curriculum to meet the policy requirements of: (a) Qualification Credit Framework (QCF) (b) National Government (c) Young People s Learning Agency (YPLA) (d) Skills Funding Agency (SFA) (e) Higher Education Funding Council for Engl (HEFCE) (f) co-financing arrangements. (ii) Demonstrate that all curriculum areas are available at most National Curriculum Framework (NCF) levels to enable students to enrol study at the right level. 6. Improve (a) enquiries admissions policy process for all ages link to employer engagement / Training Quality Stard (TQS) policy process (b) collaborative working with partnership schools for activities (c) collaboration with (i) partner schools (ii) Higher Education Institutes (HEIs) (iii) employers (iv) other providers (v) funding bodies. 7. Develop an E- strategy to ensure the College has the capacity for mobile / distance to enable increased numbers of students to learn. 8. Create an E- marketing Strategy Plan to improve the content, design functionability of the College website for (i) school leavers (ii) adults (iii) adults in search of employment (iv) HE students (v) employers. STRATEGIC OBJECTIVE 2: Exp diversify the curriculum offer by securing one new public or private contract in excess of 3m. We aim to successfully be awarded a contract with commencement of delivery no later than Market research possible a public sector contract with, for example (i) Department for Work Pensions (ii) Adult Community (iii) Offender Learning Skills Service (OLASS) (iv) free schools. 2. Market research possible a private sector contract with (a) regional (b) national organisations. 3. Risk assess the options arising from the market research into the securing a (i) public sector / or (ii) private sector contract choose the preferred route. 4. Submit a minimum of 3 bids each year.

2 Corporate Aim 2: Improve Quality To provide high quality business support that both maximises each individual s attainment against national measures of success ensures internal external customer satisfaction. STRATEGIC OBJECTIVE 3: Become an outsting College by delivering high quality responsive education training. We aim to become an outsting College as judged against Ofsted stards by 2012:13 self assessment. 1. Develop an E- strategy that ensures that every course has a clearly defined E- str / component. 2. Improve student target setting monitoring by introducing a new monitoring system with students at risk receiving greater support, intervention. 3. (i) Ensure full compliance with (a) tutorial programmes (b) individual plans (ILPs). (ii) Reduce Quality Improvement actions to focus only on those with high impact. (iii) All provision that is considered to be underperforming to be placed in special measures. (iv) Conduct a cycle of mock inspections Ofsted style. 4. Close courses that are judged to be satisfactory or less if they fail to meet the needs of students not improve retention, achievement success in an agreed timescale. 5. (i) Ensure that the curriculum offer meets the requirements of Quality Curriculum Framework (QCF). (ii) Design the curriculum offer to ensure there are multiple entry points clear progression pathways for students to study the right course at the right level. 8. Implement an outcome based culture of quality through quarterly Business Improvement Panels for Faculties Departments. 7. Review the curriculum offer to ensure (i) it is flexible responsive to supporting the needs of the economic recession recovery (ii) meets the needs of individuals employers. 6. Implement cross College development groups for BTEC, NVQ, Skills for Life, A Levels, Higher Education Employer to help raise stards reform curriculum. STRATEGIC OBJECTIVE 4: Improve quality within (a) curriculum stards (b) College services through constructive use of strong effective feedback from (i) students (ii) staff (iii) employers (iv) key stakeholders. We aim to (i) improve headline success rates on all long courses by 4% points in 2010:11, by 4% points in 2011:12 by 2% points in 2012:13 (ii) improve headline success rates on all short course by 4% points in 2010:11, by 4% points in 2011:12 by 2% points in 2012:13 demonstrate delivery of departmental Service Level Agreements. 1. Increase student participation engagement to provide feedback for example: (i) in internal external surveys (ii) course consultative meetings (CCMs) (iii) student parliament (iv) Corporation (v) through student representatives at student forums. 2. Increase staff engagement feedback through the development of a new Employee Strategy. 3. Improve the use of employer feedback to influence (i) curriculum design delivery (ii) support services to improve quality throughout the 4. Ensure (i) feedback from key external stakeholders is responded to in a deliberate thorough way (ii) actions recommendations from inspections audits are completed to stard deadlines. STRATEGIC OBJECTIVE 5: Provide a flexible thorough suite of Student, Finance, HR Quality information for managers staff to enable effective timely monitoring decision making. We aim to: have a stardised set of reports to assist manager for the Business Improvement Panels in 2010:11, fully operating new HR systems in 2011:12 fully operating new student record systems in 2012: Go live with (i) New information reporting software that will provide information for Finance, Quality, Targets, Staffing. (ii) New HR database. 2. Pilot electronic purchase ordering in one Faculty one Department. 3. Introduce self servicing for variable hours claims, expenses claims payslip delivery as part of the new HR system as well as all absence recording monitoring. 4. Procure implement student records system to replace Eclipse ready for start of academic year 2011:12.

3 Corporate Aim 3: Maximise Income & Business Efficiency To secure maximum income to plan manage working practices which ensure effective deployment of resources efficient delivery of the curriculum support services, enabling equality of opportunity. STRATEGIC OBJECTIVE 6: Increase (i) international income to a turnover of 4m by 2015:16 (ii) fully costed commercial income (non education training) to a turnover of 2m by 2015:16. We aim to (i) increase international contribution to 468k by 2010:11, 525k by 2011:12 600k by 2012:13 & (ii) increase fully costed commercial income to a turnover of 1.5m by 2010:11, 1.68m by 2011: m by 2012:13 1. Publish an International Strategy for approval by the Executive Team Corporation by June 2011 with clearly identified markets for expansion / new entry. To be underpinned by a business case plan. 2. Explore, select adopt the most appropriate company structure to support of the plan motivate staff to achieve targets. 3. Publish a Commercial Strategy for approval by the Executive Team Corporation by June 2011 comprising a range of activities including (i) consultancy services (ii) car parking charges (iii) expansion in lettings etc. 4. Develop exploit links with employers suppliers to secure at least one new sponsorship or in kind arrangement each year. STRATEGIC OBJECTIVE 7: Increase fully costed education training targeted at individuals employers to 4m by 2015:16. We aim to increase fully costed education training income targeted at individuals employers to 1.84m by 2010:11, 2.6m by 2011:12 3m by 2012:13 with contributions of 939k by 2010:11, 1.3m by 2011:12 1.5m by 2012: (i) Complete market research to identify sector dem. (ii) Publish, as part of the Employer Strategy, a fully costed plan with clearly identified markets for expansion entry. To be underpinned by an operational plan. 2. Produce a business case for investment options (infrastructure, staffing, etc) arising from the Employer Strategy by February 2011 to inform business planning 2011: (i) Maintain the maximum range of national qualifications on a fully costed basis, that were formerly state funded in a flexible way, day, evening, short full time, intensive, E-. (ii) Revise, where appropriate, the College s fees policy to ensure fees are market sensitive are generating the optimum level of contribution. 4. Monitor the structure to assess the effectiveness with which key posts their teams work together to achieve fully costed income targets. STRATEGIC OBJECTIVE 8: Achieve greater economies of scale through strategic mergers or acquisitions. We aim to merge with, or acquire, one or more institutions with an effective date of 1 st January 2014 at the latest. 1. Develop a Merger Acquisition Strategy seek approval from Corporation by October Proactively seek merger partners conduct assess a business case for each. 3. Develop a Finance Strategy for mergers acquisitions by December Forge closer links with key public private sector stakeholders. STRATEGIC OBJECTIVE 9: Realise cost savings through improved procurement practices sustainable business efficiencies. We aim to operate within budget for 2010:11 deliver non-staff cost savings of 3% in 2011:12 a further 3% in 2012: Research a range of shared services options with other organisations implement if deemed appropriate by the Executive Team. 2. Re-tender two significant supplier contracts each year. 3. Identify cost savings through Business Improvement Panels the Business Planning Process by monitoring performance focussing on (i) income funding efficiency (ii) resource deployment (iii) curriculum / achievements stards. 4. Join shared procurement projects with other colleges organisations where considered beneficial to the

4 Corporate Aim 4: Invest in Physical Resources To provide high quality physical resources that are fit for purpose accessible to all whilst maintaining financial viability. STRATEGIC OBJECTIVE 10: Procure deploy appropriate sufficient ICT non-it equipment resources which prioritises teaching enables students staff to perform in the most efficient, effective convenient ways. We aim to invest a minimum of 400k for 2010:11, 300k for 2011:12 300k for 2012:13 in IT equipment other resources which will secure year on year improvements in staff student satisfaction feedback. 1. Invest in innovative cutting edge technologies equipment that facilitate exciting inspiring experiences in both indoor outdoor teaching environments. 2. Invest in the staff student network to significantly improve accessibility, response speed, hardware software resources. 3. Operate a rolling replacement programme which renews all pcs, laptops, servers, ILT equipment other key ICT equipment at least every 4 years. 4. Establish an inventory of current needed non-it resources provide a budget through Business Planning that sufficiently funds a rolling replacement investment programme in 2010:11, 2011: :13. STRATEGIC OBJECTIVE 11: Transform the College s buildings to produce inspiring dynamic teaching,, studying working environments. We aim to: produce an approved estates strategy master plan by December 2010 implement a first project in 2011:12 a second project in 2012: Produce an Estates Strategy Master Plan by December 2010 that articulates a clear plan for each campus with a series of affordable projects within a 3-5 year timeline. 2. Secure relevant planning permission approval from authorities from authorities (e.g. Skills Funding Agency, Guildford Borough Council, Waverley Borough Council, etc). 3. Secure affordable borrowing arrangements with a bank to fund of the projects. 4. Appoint contractors for a 2011:12 start in time for work to be completed to deadline. STRATEGIC OBJECTIVE 12: Maintain existing buildings in a condition that creates a safe comfortable place to study or work. We aim to produce a 10 year planned maintenance programme by April 2011 that identifies the required budget for incorporation into the annual business planning process. 1. Produce a prioritised 10 year planned maintenance programme for each campus ensure it is supported by budgetary provision. 2. Include an annual provision for reactive maintenance in each year s budget. 3. Plan fund a programme of summer minor works projects that improves facilities meets the priorities for teaching. 4. Seek secure external grant opportunities that will leverage the College s investment for ongoing building works.

5 Corporate Aim 5: Value Our People To develop invest in a diverse, high performing, adaptable motivated workforce, which is able to respond to changing priorities needs. STRATEGIC OBJECTIVE 13: Further develop an affordable remuneration benefits policy that attracts retains staff adequately recognises rewards high achieving individuals teams. We aim to prepare, consult on approve the policy in 2010:11, realising a reduction in staff turnover by 2 percentage points in 2011:12 a further 3 percentage points in 2012: Implement a fair competitive remuneration policy package to attract retain staff to deliver the best possible service to students. 2. Update HR policies practices to ensure recruitment selection processes are clear, timely are managed to optimise recruitment at key times in the year. 3. Adapt contracts of employment where appropriate to reflect a greater emphasis to deliver outputs targets, especially in commercially focussed areas. 4. Demonstrably promote celebrate individual difference through the College Equality Diversity Programme. STRATEGIC OBJECTIVE 14: Ensure each member of staff (i) understs shares the College Aims, Objectives Values (ii) is motivated to strive for their delivery able to contribute new ideas (iii) is committed to delivering their individual part in the achievement of annually improving performance. We aim to design introduce a comprehensive Employee Programme in 2010:11 to further embed hone the Performance Management Scheme (PMS) to ensure each staff member has clarity of role, annual objective measures of success, good performance rewarded unsatisfactory performance challenged resolved. The proportion of PMOs final grades requiring adjustment through moderation should reduce to 10% in 2010:11, 7% in 2011:12 4% in 2012: Ensure full compliance with the spirit process of the PMS to enable each staff member to contribute to agree clear annual performance objectives engage in meaningful constructive monitoring discussions. 2. Produce, by December 2010, an Employee Programme identifying clear ways by which the College will improve two way communication staff engagement. 3. Redesign conduct staff satisfaction surveys that engage with colleagues throughout an academic year as well as a formal annual survey, the results of which will be published. 4. Research, if deemed beneficial, introduce a formal Staff Briefing model to improve twoway communication by April STRATEGIC OBJECTIVE 15: Develop a well qualified highly performing workforce by delivering a prioritised respected Continuous Professional Development (CPD) programme that targets resources to individuals that require the greatest support. We aim to implement a costed CPD programme that improves (i) leadership (ii) quality of provision (iii) outcomes for learners. This will be evidenced by at least one of these cross-college self assessment grades being outsting in 2011:12 all three graded outsting in 2012: Link targets actions between the Performance Management Scheme (PMS), Business Improvement Panels (BIPs) the Continual Professional Development (CPD) Programme to ensure staff members development needs are identified, actioned addressed. 2. Launch deliver a good practice programme that provides individuals teams with systematic opportunities to (i) learn adopt good practices used by colleagues (ii) receive support to facilitate individual professional development. 3. Review develop a revised CPD programme that increases access to electronic resources that provide greater flexibility outcomes. 4. Require all managers at levels 1, 2, 3, 4 to undertake a Leadership Management Programme comprising (i) a formal leadership course (ii) specialist skills training (iii) mentor training (iv) work shadowing.