LEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN

Transcription

1 LEADING EDUCATION AND TRAINING FOR THE FUTURE STRATEGIC PLAN

2 Introduction 3 Mission The Leading Choice 4 Core Strategies and Enabling Strategies 5 College Values and Defining Aims 6 Core Strategies Core Strategy 1 Deliver the most extensive range of high quality learning and progression opportunities 7 Core Strategy 2 Lead in diverse, inclusive and innovative learning, teaching and assessment 8 Core Strategy 3 Drive strong collaborative learning partnerships in meeting the needs of the economy, education and the community 9 Enabling Strategies Enabling Strategy 1 A reputation and brand as the outstanding College of choice that leads local learning 10 Enabling Strategy 2 Be an exemplary employer recognised for the most capable, committed and caring staff 11 Enabling Strategy 3 Ensure financial strength and stability to deliver excellent facilities and resources 12 Implementing and Monitoring the Plan 13 Planning and Accountability Cycle Key Aims, Risks and Targets 14 2

3 INTRODUCTION Halesowen College has established a strong position in fulfilling our responsibility to prepare students for progression to higher education or a successful career contributing to the economic, social and cultural wellbeing of the region. Significant investment in the College estate, digital resources and the workforce has transformed the organisation and extended capacity for further developments. High expectations throughout the College have driven up success rates with more students progressing to higher education, further studies or employment training. The Strategic Plan paved the way to being the leading choice for post 16 education and training. This enviable position is underpinned by our commitment to being an inclusive community to remove wherever possible barriers that may face students in attaining their potential. Working in close partnerships with schools, universities and employers will enable us to continue extending opportunities in a world of increased competition and choice for students. The new plan up to 2020 increases the emphasis on providing innovative pathways for students utilising new technology alongside advanced approaches to learning, teaching and assessment in meeting priorities set by the Government and Local Enterprise Partnership. This plan sets out clear strategic priorities, key performance indicators and risks to put in place a highly responsive framework throughout the whole organisation. A relentless commitment to review and enhance the working and learning life at Halesowen College will further reinforce us as the leading choice for education and learning. Students, staff, Governors and partners provide a powerful commitment and capacity to realising our plans over the next five years. Keith Bate Principal Leslie Williams Chair 3

4 MISSION The College Mission is to be the leading choice for post 16 education and training. In planning for the Corporation reviewed its position in relation to the self assessment process identifying key strengths and weaknesses. Following an evaluation of current and emerging strengths and challenges encompassed a whole range of factors including education, economic, financial, demographic, digital, social, political, regional, student and staff dimensions, key strategic priorities were determined for wide consultation. The Strategic Plan is designed to provide a clear framework for continued success and development at outstanding levels of performance and recognition based on the core and the enabling strategies. 4

5 MISSION CORE STRATEGIES Deliver the most extensive range of high quality learning and progression opportunities. Lead in diverse, inclusive and innovative learning, teaching and assessment. Drive strong collaborative learning partnerships in meeting the needs of the economy, education and the community. ENABLING STRATEGIES A reputation and brand as the outstanding College of choice that leads local learning. Be an exemplary employer recognised for the most capable, committed and caring staff. Ensure financial strength and stability to deliver excellent facilities and resources. 5

6 MISSION COLLEGE VALUES The mission provides the foundation for the delivery of fundamental beliefs and values underpinning the conduct of students, staff and partners. These are exemplified within the College values. Commitment Learning Partnership Respect Standards Trust DEFINING AIMS It is through two defining aims within the core strategies that these values are embedded within the Strategic Plan. Recognise the individual needs of learners and put in place support and direction through the delivery of an inclusive portfolio of provision from entry level to higher education. Establishing the College as a leading centre for training in education and learning within the region. 6

7 CORE STRATEGY 1 Deliver the most extensive range of high quality learning and progression opportunities AIMS: Recognise the individual needs of learners and put in place support and direction through the delivery of an inclusive portfolio of provision from entry level to higher education. Expect the highest levels of aspirations and outcomes for the performance of all activities. Design and deliver an exceptional range of subjects and courses to provide a mixed economy of qualifications, additionality and extended opportunity leading to further progression and employment. Expect all students to extend learning and achieve at a higher level. Ensure that learning environments and access to learning resources are cutting edge with high profile, professional and inspiring facilities. 7

8 CORE STRATEGY 2 Lead in diverse, inclusive and innovative learning, teaching and assessment AIMS: Recognise the individual needs of learners and put in place support and direction through the delivery of an inclusive portfolio of provision from entry level to higher education. Establishing the College as a leading centre for training in education and learning within the region. Ensure that all learners enjoy the best possible learning experience which meets their individual needs. Embed e-learning and new technologies to enhance the teaching and learning experience. Promote excellence in pedagogy and practice that is embedded and disseminated across the College including the promotion of continuous development of English and Mathematical skills. Support learners in all aspects of College life by encouraging their academic and personal support. Champion and promote equality, diversity and inclusion. Support the development of employability and community involvement. 8

9 CORE STRATEGY 3 Drive strong collaborative learning partnerships in meeting the needs of the economy, education and the community AIMS: Establishing the College as a leading centre for training in education and learning within the region. Extend relationships and partnerships with schools and universities to provide clear progression routes. Enhance capacity, competitiveness and expertise through mutually beneficial partnerships and education/employer alliances. Make a positive contribution to the local community as a major employer, resource for local groups and a positive impact on the local economy. 9

10 ENABLING STRATEGY 1 A reputation and brand as the outstanding College of choice that leads local learning AIMS: Recognise the individual needs of learners and put in place support and direction through the delivery of an inclusive portfolio of provision from entry level to higher education. Establishing the College as a leading centre for training in education and learning within the region. Recognition for delivering high levels of performance by achieving or exceeding challenging targets underpinning the strategic priorities. Target marketing, publicity, communications and social media to enhance the excellent reputation of the College. Relentlessly pursue the continuous review and enhancement of the organisation. 10

11 ENABLING STRATEGY 2 Be an exemplary employer recognised for the most capable, committed and caring staff AIMS: Promote the organisation as an inclusive, diverse and supportive environment with a culture of continuous improvement in delivering our strategic priorities and values. Extend leadership capacity and capability at all levels to inspire and influence staff in meeting the highest aspirations and performance. Maintain a sustainable workforce to meet existing and emerging needs through an extensive recruitment, development and support framework. Provide high quality and professional development enabling individuals to reach their potential within flexible and interdisciplinary teams focused on meeting on strategic priorities. Provide well resourced, safe, accessible and compassionate working environments. 11

12 ENABLING STRATEGY 3 Ensure financial strength and stability to deliver excellent facilities and resources AIMS: Maintain an outstanding financial profile without any compromise in the need for investment in delivering activities to meet our strategic priorities. Ensure financial strength through relentless review and upgrade of risk management, value for money, sustainability and investment appraisal. Continue to invest in accommodation and learning resources to leading edge standards. Continuously review levels of professional support operations to maximise performance and quality outcomes. Ensure that systems and management information fully support the needs of learners and inform timely decision making. 12

13 IMPLEMENTING AND MONITORING THE PLAN The Strategic Plan provides a fundamental platform for the attainment of challenging ambitions over the next five years. Implementation and mobilisation of capacity to deliver the highest levels of performance will require a strong culture of cross-college partnerships firmly rooted in an innovative and inspirational learning and development environment. The Organisational Development Strategy will provide a vehicle for engagement alongside annual plans incorporating all faculty and professional service areas. The five year Strategic Plan will be reviewed annually to encompass year on year progress to ensure that changes to the external and internal environment have not diversely affected it s veracity and that it is still fit for purpose. 13

14 PLANNING AND ACCOUNTABILITY CYCLE The Corporation follows an annual cycle of strategic planning, review and reporting based on. PLANNING AND IMPLEMENTATION Strategic Plan Quality Improvement Plan Core and Enabling Strategies Faculty Plans Financial Plan Property and Investment Strategy PERFORMANCE REVIEW AND EVALUATION Curriculum Area Reviews Cross-College Reviews Risk Assessment Operational Review Assurance Map REPORTING AND IMPROVEMENT Self Assessment Report Annual Report Risk Analysis Annual Members Report and Financial Statement In order that there is clear understanding of the implementation and monitoring process the following measurements will be rigorously applied. Key Aims will be attached to core and enabling strategies as high level long term objectives of the College to articulate the overall direction spanning the five year period of the plan. Key Risks to the organisation in the event of under or over performance will be built into the Strategic Risk Assessment and Review framework. Targets will be built into the annual plans as a vehicle for measuring value added and distance travelled dependent upon the variability in levels of performance and time. 14

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