Strategic Plan. Tina Turner

Transcription

1 Strategic Plan Tina Turner

2 FNTC: Mission, Vision, Values and Strategic Objectives The world is changing and our future success requires us to be creative and enterprising. We know that public funding will continue to reduce and the way we are funded will be different. This requires us to continue to proactively seek out and act on new and emerging opportunities; to diversify and grow our income whilst maintaining financial stability and excellence. The world of work is changing and we have a responsibility to students, employers and our community to prepare people with more than just qualifications; to develop wider attributes for long-term sustainable work. Our learning delivery models will change to create greater integration between education and work. We will work directly with our LEPs, employers and sector skills specialists to ensure that we offer a curriculum that meets the demand needs of industry and provides the skills pipeline required by UK employers to remain highly competitive in a global economy. Learning is at the heart of all that we do; we aspire to be known as an organisation that leads on learning ambitious for our students, our staff, our community and our employers. We aspire to be at the forefront on the development of learning for the 21st century and in particular in relation to vocational education and training. The world of technology is changing and changing fast. This requires us to reshape the way we teach and learn to prepare tomorrow s workforce. We will continue to prioritise investment in learning technology, the infrastructure and resources, creating 21st century technology skills and learning for staff and students. We will develop flexible learning pathways and models in response to the changing employment and technology landscapes. Being highly responsive in supporting the region s economic growth and our own growth and development requires a strong diverse network of strategic and collaborative partners. Our key partnership with the Local Enterprise Partnerships enables joint solutions to local, regional and national employer needs and is critical to our success in growth and diversification of income. To deliver our ambitions in this plan requires an organisational culture of discipline through empowerment, engagement and accountability. Our leadership and management structures have been realigned in response to this. We are committed to continuously developing and growing a highly skilled, flexible, enterprising and adaptable workforce based on mutual respect and our value driven behaviours. Page 2 of 24

3 Mission Statement Vision Inspiring learning to achieve success. FNTC will be recognised for creating value and wealth to individuals, business, communities and the economy, driven by excellence, enterprise and innovation Values People: We are passionate about learners, staff and customers and place them at the heart of all we do. Responsibility: We encourage people to be responsible for their actions and decisions and we promote community cohesion Integrity: We believe in honesty and integrity and the highest ethical standards in everything we do Diversity: We recognise and respect diversity Excellence: We challenge ourselves to strive for the highest standards of quality and behaviour in our pursuit of excellence Strategic Aims and Objectives 1. Performance- Lead DTLAQ Aim: Achieve student performance overall and timely success rates that are in the top ten percent for the sector. Objectives: a. Ensure headline targets for all student age groups, levels and provision are in the top 10% of sector performance b. Ensure consistency of performance that is at least Good for all curriculum areas by 2015 c. Ensure consistency of performance for all different groups of students, targeting specifically vulnerable and minority groups d. Ensure that skills performance is in the top 10% of sector performance e. Ensure good employment progression for all learners Page 3 of 24

4 2. Teaching, Learning and Assessment- Lead DTLAQ Aim: Provide modern flexible and relevant models of teaching, learning and assessment that meet the needs of students and employers. Objectives: a. Continuously improve teaching, learning and assessment models and practice that are at least GOOD and strive to be outstanding b. Develop a modern, relevant, effective and efficient ICT infrastructure that provides an excellent and fit for purpose platform for learning c. Develop strategies and plans to ensure student personal development, behaviour and welfare is GOOD 3. Human Resource and Management Development- Lead HRO Aim: Ensure relevant, proactive, suitably qualified leadership, management and human resources to drive the vision. Objectives: a. Ensure leadership and management consistency of all curriculum areas to be at least GOOD b. Develop staff to increase accountability and facilitate decisions being taken at the lowest possible level, including recognising strong and dealing with poor performance c. Developing a reputation and culture for recruiting, training and retaining outstanding staff, inspiring staff to excel. 4. Value for Money- Lead CD Aim: Ensure Good financial health and value for money whilst assuring effectiveness Objectives: a. Ensure the curriculum offer meets the needs of the community in both its breadth and suitability b. Develop and implement a good value for money policy c. Manage and mitigate the impact of national funding reductions d. Manage, maintain and deliver financial accounts, underpinned by financial management and processes that are judged at least GOOD e. Build strong partnerships, to optimise student numbers, academic performance and positive progression Page 4 of 24

5 5. Physical Resources and Customer Services- Lead OM Aim: To provide outstanding resources and services to our internal and external customers Objectives: a. Engage and respond to the views of students, employers and customers to ensure satisfaction is GOOD b. Manage, maintain and develop physical resources that are efficient and enable the Centre the achieve the overall mission c. Ensure the administration function is fit for purpose, streamlined and effective in its delivery Page 5 of 24

6 Strategic Aim 1: Performance Lead: DTLAQ Objectives: FNTC will Achieve student performance overall and timely success rates that are in the top ten percent for the sector. No Objectives Success Indicator by 2018 FNTC will have 1A Ensure headline targets for all student age groups, Levels and provision are in the top 10% of sector performance All provision is within the top 10 percentile of the sector performance Review for impact and revise for improvement the performance monitoring framework process (PMF)April 15 1B Ensure consistency of performance that is at least Good for all curriculum areas by 2015 All curriculum areas graded at least GOOD for effectiveness of leadership and management with 66% graded OUTSTANDING Provide support and challenge to curriculum coordinators on the development, implementation and monitoring of quality improvement plans May 15 Implement new leadership and management structure alongside the PMF to further improve capacity and competence April 15 Implement PMF for all staff April 15 Page 6 of 24

7 1C Ensure consistency of performance for all different groups of students, targeting specifically vulnerable and minority groups 1D Ensure that skills performance is in the top 10% of sector performance 1E Ensure good employment progression for all learners All groups of 10 or more students will achieve within 2 pp of the Centre average All provision is within the top 10 percentile of the sector performance 90% of all achievers successfully engage in sustainable employment and at least 15% gain promotion Identify the achievement gaps and ensure QIPs identify effective action to close gaps by improving performance of vulnerable groups Identify a range of strategies and plans ensuring these are monitored through the PMF May 15 Devise a process for capturing the destinations of all leavers and achievers at 3 months, 8 months, 1 year and 2 years after completion. May 15 Page 7 of 24

8 Lead: DTLAQ Objectives: Strategic Aim 2: Teaching, Learning and Assessment FNTC will provide modern flexible and relevant models of teaching, learning and assessment that meet the needs of students and employers No Objectives Success Indicator by 2018 FNTC will have 2A Continuously improve teaching, learning and assessment models and practice that are at least GOOD and strive to be outstanding 90% Good or better TLA with: 40% outstanding 50% good 2% inadequate 8% requires improvement Review for impact and revise for improvement the LATO policy and the introduction of a formal peer review process June 15 Review the new CIF (summer 15) for changes to ensure capacity and capability to deliver, particularly in Safeguarding, Fundamental British values and Personal Development and Behaviour Welfare (PDBW) June 15 Deliver staff TLA conference July 15 and annually there after based on strengths AFI s from LATO annual reports Revise for improvement to performance management framework June 15 Page 8 of 24

9 No Objectives Success Indicator by 2018 FNTC will have Develop and implement a training development plan (TDP) for individuals and the organisation 2B Develop a modern, relevant, effective and efficient ICT infrastructure that provides an excellent and fit for purpose platform for learning 10% of delivery online 95% of students state the VLE provides excellent resources for TLA Develop a project plan for the implementation of a new VLE SPC (April 15) Create a learning technology strategy CEO (April 15) Implement QIP actions to improve VLE access and support 2C Develop strategies and plans to ensure student personal development, behaviour and welfare at least is GOOD Personal Development behaviour and welfare is graded at least Good in 2018 Review for impact and revise for improvement to LATO policy in June 15 Deliver staff TLA conference July 15 and annually there after based on strengths AFI s from LATO annual reports Revise for improvement to performance management framework June 15 Page 9 of 24

10 No Objectives Success Indicator by 2018 FNTC will have Develop and implement a training development plan (TDP) for individuals and the organisation Review the criteria for personal development behaviour and welfare ensuring all processes, systems and policies to ensure FNTC demonstrate best practice July 15 Implement actions on QIP for 2015/16 to improve personal development, behaviour and welfare Sept 15 Ensure TDP identifies appropriate training for PD & BW for individuals and the organisation Sept 15 Page 10 of 24

11 Strategic Aim 3: Human Resource and Management Development FNTC will ensure relevant, proactive, suitably qualified leadership, management and human resources to drive the vision Lead: HRO Objectives: No Objectives Success Indicator by 2018 FNTC will have 3A Ensure leadership and management consistency of all curriculum and support areas be at least GOOD Leadership and management will be graded outstanding overall Develop and deliver a Performance Management Framework (PMF) April 15 April Performance Management Framework now in place - Training session taken place with management team delivered by Acting CEO - 100% Mid term appraisals have now taken place - Emerging themes show need for further training follow up training sessions to take place?? - Training to be added to TDP Page 11 of 24

12 No Objectives Success Indicator by 2018 FNTC will have Deliver training to staff on PMF March 15 Monitor the impact of the PMF reporting to SLT alongside the SLT cycle Develop and implement a Training and Development April 15 - CEO delivered PMF training to management team (10/04/15) - Follow up training to be delivered?? April 15 - HRO produced SLT report on mid term appraisals for staff (30/04/15) - 100% staff appraisals completed - Emerging themes further training for management team required on carrying out appraisal process - staff show commitment and drive to move business forward - staff have adapted well to recent organisational changes May Training and Page 12 of 24

13 No Objectives Success Indicator by 2018 FNTC will have 3B Develop staff to increase accountability and facilitate decisions being taken at the lowest possible level, including recognising strong and dealing with poor performance Staff satisfaction is at 95% Staff turnover is reduced to a maximum of 5% 80% of employees leaving the company to join another company do so for progression opportunities Plan (TDP) for all staff May 15 Develop and implement a Training and Development Plan (TDP) for all staff May 15 Deliver a supported opportunity for all staff to share their roles and responsibilities and identify how colleagues roles fit together March 15 development plan now in place linked to appraisals/staff CPD and business needs May Training and development plan now in place linked to appraisals/staff CPD and business needs March Staff speed dating event held during all staff centre meeting staff discussed their roles and how they could improve practice to positively impact other roles within the organisation and ultimately improve FNTC delivery Page 13 of 24

14 No Objectives Success Indicator by 2018 FNTC will have Recognise regularly at staff meetings staff who go over and above in demonstrating our PRIDE values March 15 Introduce a staff awards ceremony September 15 Monitor the impact of the PMF reporting to SLT alongside the SLT cycle April CEO twice monthly all staff address recognises those staff who go over and above - Notice boards now displayed in all offices will hold staff accolades April 2015?? April 15 - HRO produced SLT report on mid term appraisals for staff (30/04/15) - 100% staff appraisals completed - Emerging themes further training for management team required on carrying out appraisal process - staff show commitment and drive to move Page 14 of 24

15 No Objectives Success Indicator by 2018 FNTC will have 3C Developing a reputation and culture for recruiting, training and retaining outstanding staff, inspiring staff to excel Staff satisfaction is at 95% Staff turnover is reduced to a maximum of 5% 80% of employees leaving the company to join another company do so for progression opportunities Streamline the recruitment, induction and probation processes April 15 business forward - staff have adapted well to recent organisational changes April 2015 Plan in place to improve the whole employee journey with FNTC: - More robust recruitment and selection process - Induction now in line with Strat Aims, incorporating SMART objectives and responsibility on the employee to meet desired standards in timely manner - Robust, monitored probation period - Robust appraisal process in place linking performance to Strat plan/qip/lato - Training and Page 15 of 24

16 No Objectives Success Indicator by 2018 FNTC will have development plan now in place linked to appraisals/staff CPD and business needs Develop an aspiring managers programme that recognises and provides opportunities to individuals who wish to progress within the company Between period April 14 April 15-43% of staff members left FNTC - of that number 45% left to join another company for progression opportunities March % of current staff progressed within the organisation: - CD - CM/CC Coordinator - HRO - Trainee LAT/CC Tutor - Acting CEO assistant/special Projects Coordinator Page 16 of 24

17 No Objectives Success Indicator by 2018 FNTC will have Ensuring objectives set in mid year and annual appraisals are SMART April 15 and Dec 15 April % Mid year appraisals have now taken place Strategic Aim 4: Value for money Lead: CD Objectives: FNTC will ensure Good financial health and value for money whilst assuring effectiveness No Objectives Success Indicator by 2018 FNTC will have 4A Ensure the curriculum offer meets the needs of the community in both its breadth and suitability Aligned its provision to ensure it meets the LEP priority for each area 10% of delivery online 40% of level 2 learners progress to Level 3 Fulfilled the contract values by at least 95% Full cost provision to be at least 7% of all income A good FMCE rating in all areas Identify LEP priorities May 15 Attend LEP update meetings and subscribe to LEP web updates Align marketing plan to consider needs of local community Page 17 of 24

18 No Objectives Success Indicator by 2018 FNTC will have 4B Develop and implement a good value for money policy 10% of delivery online by % of level 2 learners progress to Level 3 Write a VFM policy Set up a VLE (moodle) with learning resources accessible for self study Sept 15 Promote progression for learners Review procedures to ensure that they are as simple and effective as possible Sept 15 4C Manage and mitigate the impact of national funding reductions Fulfilled the contract values by at least 95% Full cost provision to be at least 7% of all income Set up business plan with recruitment objectives by funding area June 15 Set up/promote full cost provision schedule for 2015/16 contract year June 15 4D Manage, maintain and deliver financial accounts, underpinned by financial management and processes that are judged at least good A good FMCE rating in all areas Update sage so that it is reporting as close to real time as possible within 1 month April 15 Page 18 of 24

19 No Objectives Success Indicator by 2018 FNTC will have Set up an action plan with all areas of the FMCE report April 15 Produce quarterly profit loss and balance sheets for bank manager. April 15 Produce cost centre reports for geographic area and cohort. June 15 Budget reports in June 15 Cash flow planning on a monthly and 3 monthly basis 4E Build strong partnerships, to optimise student numbers, academic performance and positive progression % repeat business 95% employer satisfaction Business development to contact all employers within 3 months of the last learner leaving Page 19 of 24

20 No Objectives Success Indicator by 2018 FNTC will have Slt to contact top 20% of employers by student numbers annually June 15 Involve employer managers in student reviews Build relationships with local council employer advisors Update ssdz on all courses and vacancies we have in the area Establish contacts with employment careers organisations including JCP, Young Southampton, Princes Trust Attend local networking events FNTC training update to employers quarterly Attend local school careers events Page 20 of 24

21 No Objectives Success Indicator by 2018 FNTC will have Strategic Aim 5: Physical Resources and Customer Services FNTC will provide outstanding resources and services to our internal and external customers Lead: OM Objectives: Page 21 of 24

22 No Objectives Success Indicator by 2018 FNTC will have 5A Engage and respond to the views of students, employers and customers to ensure satisfaction is GOOD A response ate of 60% from all surveys and a satisfaction score of 95% for internal surveys and above the sector average for external surveys Work with MIS to map out a process for collating, analysing and responding to the feedback from internal surveys May 15 Develop a you said we did strategy to ensure all feedback is responded to June 15 Identify lessons learnt from the analyses of feedback and present a range of plans to ensure customer service has improved July 15 Review for impact and revise for improvement the complaints policy April 15 5B Manage, maintain and develop physical resources that are efficient and enable the centre to achieve the overall mission Self assessment will be graded good. Internal staff satisfaction survey states 95% of staff have access to good resources to enable them to do their work efficiently Create asset registers for all offices April 15 Update the area QIP April 15 Page 22 of 24

23 No Objectives Success Indicator by 2018 FNTC will have Use feedback from speed dating exercise to improve service April 15 Look at all functions and identify how to capture data and progress to enable better monitoring May 15 Review for impact and revise for improvement the complaints policy April 15 With HR develop a staff satisfaction survey that includes measurement of the administrative function May 15 5C Ensure the administration function is fit for purpose, streamlined and effective in its delivery Internal staff satisfaction states the administrative function is fit for purpose with at least 95% satisfaction.!00 % of complaints are administered within the timeframe and procedures as identified within the policy. Audits show that version Review for impact and revise for improvement the complaints policy April 15 Review the documentation used across the Centre ensuring fit for purpose and alignment, improving consistency of use July 15 Page 23 of 24

24 No Objectives Success Indicator by 2018 FNTC will have control of documentation is effective with a maximum of 5% inconsistencies shown Self assessment will be graded good. With HR develop a staff satisfaction survey that includes measurement of the administrative function May 15 Develop an audit process for use across all centre documentation Sept 15 Annual audit plan developed for all processes and documentation Sept 15 At least one audit of a process or completed Oct 15 Page 24 of 24