This document was set by the Communications and Marketing Department May 2016 / Version 1.3 WEB 2

Transcription

1 STRATEGIC PLAN 1

2 This document was set by the Communications and Marketing Department May 2016 / Version 1.3 WEB 2

3 Contents Introduction 4 Mission 5 Vision 5 Values 5 Strategic Objectives The College s Future Priorities and Strategy 8 3

4 Introduction Against a backdrop of challenging economic conditions and a rapidly shifting political and educational landscape, FE colleges have constantly needed to evolve and adapt to meet the changing needs and circumstances of individuals, employers and their local communities. The new educational landscape is characterised by both great opportunity and a need to change, but the common theme within this is significantly reduced funding and tighter budgets. Therefore all FE colleges increasingly need to adapt and alter the way in which they operate and respond to their learners, communities and stakeholders. City College has already undergone significant change in recent years leading to a major transformation of curriculum, staffing, management and finances. There is still much further to go. Area Review At the time of producing this Plan, the Area Review for Coventry and Warwickshire is under way. We are expecting the outcomes from this review in Autumn We are seeking to participate fully in this process and have a clear idea of the outcomes we would like to see. We are working closely with nearby colleges in pursuit of these shared outcomes. Once the review process is complete, we will need to revisit this Strategic Plan; in the interim, however it is important that we press ahead with the changes we know are necessary for the benefit of all our students. A key priority for the College within this Strategic Plan is to continue to grow and strengthen financially, whilst building expertise and capacity and delivering improved quality and outcomes for learners. At the same time, this plan refocuses the College strategically on Jobs and Skills and prioritises support for individuals and businesses by ensuring they are equipped with the skills, knowledge and attitudes needed to succeed in an increasingly competitive global market. In doing so, we will aim to respond promptly and flexibly to the skills and employment needs of the local and regional economy. Helping people to obtain, sustain and create jobs will be a key element of all our courses, alongside our commitment to developing responsible citizens who will support and maintain a thriving community and local economy. This ambition is in line with Coventry & Warwickshire Local Enterprise Partnership s (CWLEPs) Skills Strategy and broader Strategic Economic Plan (SEP) as well as Coventry City Council s Plan and ambition to be a Top 10 City. Our Strategic Plan for is the result of a fundamental review of the College s priorities, led by the Governing Body, involving students, staff, employers and local stakeholders and including feedback from the FE Commissioner s visit. Given the significantly changed political, educational and social landscape, this plan presents a simplified but ambitious way forward for the College. Our Mission and core Values, however, remain true to the spirit of a college whose proud heritage is founded on producing the highly skilled technical and professional workforce that has supported the City of Coventry over many years. They describe what we as an organisation believe in, what we stand for and how our employees and students behave. 4

5 Mission Delivering excellence in technical and professional skills for the benefit of our students, employers and the local community. Vision To be recognised as a successful college, seen as a first choice for students and employers. Values Truth We will be honest and act on evidence. Trust We will earn the trust of and put our trust in our colleagues, students and business partners. Transparency We will make and share decisions in a spirit of openness, welcoming feedback and input. Team We will act together to achieve common goals. We will rely on each other and support each other and work collaboratively. 5

6 Fig 1 Relationship of Mission, Vision and Values MISSION VALUES VISION OBJECTIVES These are captured in the Strategic Plan and will remain consistent in the short-medium term Recruitment Strategy People Strategy Assessment Reward Recognition ACTIONS e.g. PIAP Financial Recovery Plan Improvement Plan Risk Register Curriculum Strategy Commercial Strategy Marketing Strategy Student Experience Strategy These are the action plans that will be developed and reviewed in response to shorter-term considerations. 6

7 Strategic Objectives Quality Improve the student experience, delivering quality and consistency in our teaching, learning, assessment, success rates and progression. Enhance the Maths, English, ICT and employability skills of all students. Grow our business with distinctive products and services that meet market demand, with special focus on apprenticeships, traineeships and work experience opportunities. Promote the College reputation and image through effective communication, marketing and in all interactions with students and stakeholders. People Promote a culture of high standards and expectations for all. Develop an innovative, proactive and enterprising environment across all areas of operation. Recruit, retain and develop a skilled, dynamic and adaptable workforce. Enable staff to work in teams and to manage efficiently and effectively. Develop new strategic partnerships that deliver effective outcomes for students, employers and communities. Provide an inclusive, safe and ambitious place for work and study. Finance Strengthen the College s financial performance, diversify income sources and implement strategic partnerships. Invest in high-quality physical and virtual learning environments, industry-standard equipment and robust IT systems. Significantly improve curriculum efficiencies and maximise space utilisation. Operate commercially engaging with employers, on their terms, to deliver services and earn additional income. Sustainability»» Enter into a collaboration, partnership or merger that provides long-term sustainability for further education in the city. 7

8 The College s Future Priorities and Strategy This Strategy aims to support CWLEP s Strategic Economic Plan, Employment and Skills Strategy and the Coventry City Council Jobs and Growth Strategy by underpinning the aims and objectives for education, skills and employment in Coventry and beyond. In doing so, it seeks firstly to strengthen the capability and capacity of the organisation to transform itself in order to respond to these challenges and, secondly, to direct and grow its provision to ensure it meets the needs of the local economy as well as the aspirations of individuals as described in the Mission: Delivering excellence in technical and professional skills for the benefit of our students, employers and the local community. In determining the College s future priorities and strategy, we have considered the College s own strengths and areas for improvements alongside local socio-economic data, current labour market information, skills and employment trends, market intelligence, established or emerging competitor provision and the developing education and skills policy and political context. The following strategic objectives outline our key priorities for the next three years and are expanded on further in the accompanying Improvement Plan that articulates the actions to be taken to achieve these objectives. The Strategy prioritises quality improvement as the first objective and then reinforces the College s intention to match its provision to the needs of the economy by ensuring courses are designed to meet employers requirements and that students acquire the skills and professional behaviours demanded in the workplace. This includes strengthening the focus on entrepreneurship, employability skills and shaping personal behaviours, positive citizenship and a shared set of common values. In focusing on the skills needs of the local economy and individuals, the College will continue to work with its Employer Boards to develop strong and well-defined progression pathways in the following areas from Entry Level to Higher Education at Levels 4, 5 and 6 as key industrial specialisms: Health and Life Sciences (Applied Science; Health Care & Clinical Assistants; Health & Social Care and Child Care & Education) Digital Industries (IT Systems & Repair; Software Development; Games Design; Digital Imaging; Web Development; Networking and Telecommunications). Linked to the Fujitsu Innovation Hub and the Digital Industries, Networking and Telecommunications Centre (DINTC) Creative Industries (Art; Graphic Design; Photography; Fashion Design; 3D Design; Performing Arts & Music; Media; and TV, Film & Radio) Construction and the Built Environment (Construction Crafts; Building Services; Property Maintenance; Construction Management & Supervision and Computer Aided Draughting & Design)»» Advanced Manufacturing and Engineering (Computer Aided Design & Manufacturing; Lean Manufacturing; Fabrication & Welding; Electrical & Electronic Engineering; Maintenance Engineering; Electric & Hybrid Vehicle Technology; Light Vehicle; Heavy Vehicle; Bus & Coach (PSV) Maintenance & Repair and Vehicle Body Repair & Refinishing) 8

9 As part of this refocusing of provision, the College will prioritise the growth of apprenticeships as a key element of the Strategy over the next three years. In doing so, we will build on our existing specialisation in PSV Engineering and Construction and will seek to expand delivery in these sectors, both locally and nationally. In addition, we will seek to expand delivery across a broader range of occupational areas and increase our market share in Coventry and Warwickshire. This will require a much larger network of employer partners and a stronger trainer/assessor infrastructure, which we plan to develop further over the coming years. Our sales and account manager arrangements have already been enhanced in the past year, and we have seen growth in as a result of this investment. Further investment will be required in this area as we seek to sustain and grow our offer in sectors where we currently do not operate. Linked to this ambition is the work we have already started in establishing the College as a recruitment partner for businesses via the City College Advice Centre. This is a key part of this Strategy, which focuses the College on supporting the adult unemployed population in Coventry to gain qualifications and find sustained employment and further training in work. The Job Shop will be the focal point for developing a relationship between young people and adults seeking employment and apprenticeships, as well as employers seeking to recruit new, skilled employees. Sector-based work academies will feature as significant parts of this work. These are courses designed in partnership with individual employers, the College and Job Centre Plus which take jobseekers into a programme of skills training and work preparation which leads to a guaranteed interview and the potential for immediate employment at the end. In this role the College is not only a training partner but is also supporting the recruitment, interview and selection process and actively helping to place people into jobs. Fundamentally, this is at the heart of this new College Strategy a focus on jobs and economic prosperity for the people and communities of Coventry and beyond. We will make this our clear and unambiguous purpose for all our students, regardless of age, background or the educational pathway they choose. In strengthening the College in the long term, the Strategy seeks to build on recent financial improvements and ensure that opportunities for further efficiencies and enhancements to the College environment and infrastructure can be achieved in a sensible way that may include strategic partnership with others for the benefit of Coventry and the communities the College serves. The 10 strategic objectives within the strategic plan are designed to direct the College s actions and priorities over the next three years but will be reviewed annually in line with the Development Plan and may be amended and adjusted by the Corporation according to the prevailing policy context and changing environmental conditions. 9

10 50 Swanswell Street Coventry CV1 5DG