VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
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Strategic Plan: 2015-2020
2020
VISION
Strategic Plan: 2015-2020
City College Plymouth
Kings Road
Devonport
Plymouth
PL1 5QG
Tel: 01752 305300
www.cityplym.ac.uk
info@cityplym.ac.uk
INVESTOR IN PEOPLE
BE PART City College Plymouth’s
OF IT Strategic Plan: 2015-2020
Strategic Plan: 2015-2020
CITY CONTENTS
ACHIEVERS Introduction 3
The Plymouth Context and the College’s Response 5
Our Mission, Vision and Values 8
Strategic Aims 10
Our Curriculum Pathways 12
High Quality Student Experience 14
Responsive 16
Efficient and Effective 18
1
Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
INTRODUCTION
We are a large vocational and technical We must realise this potential. In order to meet the
College offering both further and higher challenges of the future, we must operate on a more
CITY HIGH
commercial footing, focusing on our students and
education. The College is dedicated to employer partners as our customers, whilst also
enabling local people to access both new diversifying our income and competing effectively in
and existing job prospects, through direct an ever more crowded local education landscape. Our
FLYERS
work with employers; thus ensuring that students and staff, local and regional employers and
training is practical and prepares people for other stakeholders were involved in the consultation
leading to the development of this strategy and, for
the real work environment. With a turnover their contributions, we are extremely grateful.
of £30m, we currently operate from two
main sites (Kings Road and Goschen) and a The College has an increasingly central role to play
number of smaller units spread throughout in the educational, cultural and economic life of
the City. With the development of the Plymouth. We will work closely with other education
providers and our strategic partners to ensure
new £13m STEM (science, technology, that there is a wide range of learning opportunities
engineering and maths) centre, from within the City that are available to all. We deliver
September 2017 we will consolidate much of opportunities for individuals and employers to upskill
our provision on the Kings Road site. Whilst and re-skill for the future, and this means that we
the majority of our students live within the make a significant contribution to the economic
prosperity of Plymouth and the surrounding area.
City boundaries we also draw on the wider We take this responsibility seriously and will deliver
catchment area of Devon and Cornwall. 90% high quality learning opportunities on the College
of students reside within this wider ‘travel to campuses, in the workplace and in the community.
work area’ for Plymouth, including Plymouth To do this, we will build on our areas of expertise
City, West Devon, South Hams and South and deliver high quality learning opportunities for
young people and adults. The College will deliver
East Cornwall. vocational and professional programmes that enable
our students to meet and exceed their aspirations,
We provide courses for students aged 16 to 18, ensuring that each individual achieves to the best of
for adult students and for students aged 14 to 16, their ability. We will provide a ladder of opportunity for
offering qualifications from pre-entry to degree- all students, enabling them to progress onto further
level. We are the largest provider of full-time 16- learning and into employment. Our students will leave
18 education in Plymouth. In 2013/14 we enrolled the College with a broad set of skills that prepare
15,378 students at the College, including 780 on to them for work and for life.
university-level programmes and a significant number
of non-EU international students. The College also
offers a range of bespoke training for local employers.
The economic and social landscape
This strategy sets out the College’s plan to deliver of which the College is an integral
excellence for our students which will enable part, both locally and nationally,
them to be successful in work and in life. This will is changing. We must, therefore,
contribute to social and economic mobility and continue to ensure that what we do,
improved prosperity for individuals, employers and the
and how we do it, continues to evolve.
community. Plymouth presents a great opportunity
for local people to develop their life aspirations.
Phil Davies Nick Holman
2 Principal & Chief Executive City College Plymouth’s Chair of Corporation 3
Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
THE PLYMOUTH CONTEXT AND
BE
PART THE COLLEGE’S RESPONSE
OF IT There are over 259,000 residents in the
City with another 100,000 in the travel to
of art. In 2014 the Plymouth Local Authority average
point score per student was 745.9 compared to 787.1
for England and the average point score per entry
work area. The ethnic minority population was 210.2 which was below the England average of
in Plymouth is 9.2% compared to 17.2% 215.5. These results mask a wide variation amongst
in England. The 2010 English indices of institutions from 459.2 to 1027.8 in average point
deprivation (published March 2011) gave scores per student and 176.3 to 224.2 in average point
Plymouth an overall rank of 70 out of 326 score per entry.
local authorities (where the most deprived is In December 2014 94.7% of 16 year olds in Plymouth
ranked at number one), with a rank of 56 on were meeting the duty to participate in education or
the income measure. training compared to 95.7% in Devon and 93.8% in
Cornwall. Plymouth had more students engaged in
In addition to City College Plymouth, the City has 18 Apprenticeships, 7.6% compared to 6.4% in Devon and
secondary schools; a specialist art school offering 4.4% in Cornwall. The drop between the proportion
secondary provision; a sport, hospitality, and tourism of 16 year olds and 17 year olds engaged was 7%
and leisure studio school due to open in September in Plymouth compared to 8% in Devon and 6.1% in
2015; one independent school; one university; one Cornwall.
university technical college; and a specialist college
The six flagships identified in the recent review of the Local Economic Strategy are:
Accelerating infrastructure delivery, creating the
Ocean City Infrastructure
right environment for growth and investment
Delivering the demand stimulation and business
Digital Economy opportunities to make the most of the City’s strong
digital connectivity
Developing a coherent support offer to enable our
Business Growth and Investment businesses to become more enterprising, innovative
and productive, excelling in global markets
A major civic approach to learning and skills
development - driven by individuals, businesses and
Learning and Talent Development
institutions, and supported by providers and civic
society
Harnessing the economic potential of the City’s
people and communities - connecting them to
People, Communities and Institutions
local assets, resources and support to create
employment opportunities
Building on the Mayflower 2020 opportunity and
Visitor Economy and Culture the City’s cultural and visitor offer to raise its
profile and reputation in global markets
4 5
Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
The Local Economic Strategy has four key priorities We will position ourselves at the heart of our
which the College needs to be aligned to or community and contribute to the region’s partnership
supporting. These are: strategies for growth and prosperity. We will do
CITY
• matching skills with demand much more to impact upon the lives and prosperity of
• driving enterprise and innovation local people. We will raise aspirations and create an
• preparing for work and addressing worklessness environment which has enterprise and employability
• improving core skills.
Whilst the City and the region have moved towards
at its heart. Developing students’ understanding of
science, technology, engineering and mathematics
(STEM) will become increasingly important.
CREATORS
a sector-blind approach to its economic and skills
strategies, it is nevertheless important for the
College to recognise that it is the sectoral groupings
which will inform current and future curriculum We will enhance the support we
developments and career choices for students. The six offer to local businesses and
key sector groupings that the College has identified key employment and wealth-
from current plans are: creating sectors, providing the
• business, professional and financial services
skills which they need to become
• creative, cultural and digital industries
• tourism and leisure more competitive. We will do this
• advanced manufacturing and construction by delivering more efficient and
• marine, maritime and renewables effective public services.
• medical and healthcare.
The College operates in an increasingly competitive Looking forward over the life of this strategic plan,
climate coupled with some challenging public it is likely that across the further education sector
sector funding settlements - each of which are likely there will be much greater specialisation as colleges,
to persist into the future. Colleges like ours will like ours focus on what they are really good at, rather
therefore need to be fleet of foot, offering superb than trying to do everything. This may mean new
service and value for money. We will need to renew partnerships and collaborations between colleges and
and remodel ourselves to ensure we evolve into there will continue to be a significant role for local
an organisation capable of obtaining a significant business and community leaders in shaping the new
proportion of our income from sources other than education landscape.
Government funds. To succeed in this uncertain
world, we are clear about our purpose and we will Our ambition continues to be focused on empowering
pursue it with unbridled vigour. We are ambitious for our students, staff and the businesses we serve by
the College, the City and the region. We believe that ensuring that they have the skills and capabilities
we have the capacity to make a major contribution to they need to capitalise upon the challenges of an
transforming the future prospects of the area. uncertain future. Being the South West’s leading
College means being distinctive - being recognised
by our students and the wider community as doing
something extraordinary. This strategy is our narrative
for change. It is intentionally ambitious and it needs to
be if we want to keep developing as one of the South
West’s pre-eminent organisations.
6
5 7
Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
OUR MISSION, VISION
AND VALUES
Our mission and vision provide the focus What does our vision look like?
for our College community - students, staff Our vision energises us, particularly to secure better
and partners. They are not simply gentle and more ambitious outcomes for our students.
aspirations; they are catalysts for action and Being a College with a national reputation for
are: promoting opportunity, enterprise and employability
• capable of translation into hard-edged, means that:
measurable and practical outputs • we get better every year by creating opportunities
• the link between the aspirations of for growth, partnership and development
• we are recognised and highly valued in our local
individual staff members and our community, in Plymouth and the wider region and
collective organisational values across the further education sector
• focused on the student, the customer, the • committed to embedding the principles of
employer and the wider community sustainability in all that we do.
OUR VISION • statements which the College is
What do our values mean?
committed to implementing for the
… is where our future lies benefits of all of our constituents
• we put our students and our community at the
heart of all that we do
• reflections of our core beliefs and what • we foster excellence, innovation and creativity
We are a College with a national we value in each other and in our external • we celebrate diversity and inclusion and the
relationships breaking down of barriers to success
reputation for promoting • we have high expectations of ourselves, our
• ways in which we would wish to be
enterprise, employability and perceived by those within and without the
students and our partners.
science, technology, engineering organisation
and mathematics (STEM). • benchmarks for guiding behaviour and
decision making. Our core values underpin our
strategies, policies, objectives and
What does our mission mean? procedures by providing an anchor
Our mission is to be the South West’s leading provider
OUR MISSION of innovative, technical and professional education
and a reference point for everything
that we do. They have informed
and training by supporting partnerships for growth,
… is what we focus on raising aspirations and fostering wealth creation.
the development of this strategic
each and every day plan, in particular by reinforcing the
This means that: primacy of the student experience to
• our courses are highly relevant, innovative and our future direction.
To be the South West’s future-focused, shaped by the needs of employers
leading provider of innovative, and students and delivered by staff that are
passionate, knowledgeable and committed Particularly important to achieving our vision will
technical and professional • we are singularly focused on creating the best be the creation of a strong sense of community for
education and training by outcomes for all of our students our students and our staff. This community will be
built around the principles contained within our core
supporting partnerships for • we encourage all students to set their goals
values and the College will be a place of opportunity,
high and we will support them to achieve their
growth, raising aspirations and ambitions enterprise and employability. We are clear about
fostering wealth creation. • our curriculum goes beyond qualifications, giving our vision for the College and will communicate this
students the skills and qualities they need for confidently to our partners.
long-term success in a global economy
• all that we offer provides a clear line of sight to
work.
8 9
Strategic Plan: 2015-2020
STRATEGIC AIMS
The College has a central role to play in seriously and will deliver high quality learning
the educational, cultural and economic opportunities on the College campuses, in
the workplace and in the community. We will
life of Plymouth. We will work closely with continue to build our reputation and ensure that
other education providers and our strategic our provision is employer-led and is focused on
partners to ensure that there is a wide range the growth areas identified as being vital to the
of learning opportunities within the City that economic regeneration and success of the City and
are available to a wide constituency. As an beyond.
organisation, we will create a strong sense • By 2020, we will be an exceptional and responsive
of community for our students and our staff. College of further education that is at the heart
This community will be built around the of its local community, delivering a range of
principles contained within our core values vocational, technical and professional provision
and the College will be a place of opportunity from entry-level to university-level education. We
will build upon our areas of expertise and deliver
and enterprise. We are clear about our high quality learning opportunities for young
vision for the College and will communicate people and adults and develop core skills which
this confidently to our partners. The will drive enterprise and innovation and to prepare
College will be responsive to the changing people for life, work and careers.
economic climate, to local needs and to new
• We will be an exemplar of safeguarding and
policy initiatives; however, we will also be child protection in the sector and we will build
consistent in our approach and will remain on our long established commitment to equality
committed to our core values. Delivering a and diversity which gives responsibility for its
high quality student experience will remain achievement to everyone connected with the
the highest priority for us. organisation. This means it needs to permeate
everything we do: our students will recognise this
This strategic plan sets out how we intend to deliver culture of respect and feel safe in our learning
our vision for the College. We look forward to working environments.
with our students, our staff and all of our partners
to realise our ambitions as we transform the lives of Responsive
students across the City of Plymouth and beyond. • We will energise our relationship with partner
organisations, employers, higher education
• We will support our staff to be professional • At the same time, recognising the need for
Our principal aims can be summarised thus: partners and local communities to support
and proactive in their pursuit of the necessary efficiency gains, the College will ensure efficient
our aim of embedding a culture of enterprise
knowledge and skills they need to demonstrate and effective use of resources, operating as a
High quality student experience within our organisation. We will place equal
both their commitment to embodying our values highly effective and efficient organisation. This
• The College will deliver programmes which enable value on the development of skills, aptitudes
and responding positively and innovatively to means rigorously focusing on outcomes and
our students to meet and exceed their aspirations, and behaviours which will enable all students
the challenges we face. We will ensure that an identifying quickly where resources could be
ensuring that each individual achieves to the and staff to demonstrate enterprise, innovation,
already talented College staff will have the skills better utilised or performance enhanced.
best of their ability. We will provide a ladder of entrepreneurship, creativity and wealth creation.
and confidence to respond quickly and effectively
opportunity for all students, enabling them to to future challenges. • We will provide a learning experience which
progress on to higher education and into local • We will position ourselves at the heart of our
is motivating, rewarding and aspirational and
and sub-regional employment opportunities. community and contribute to the region’s
partnership strategies for growth and Efficient and effective requires an organisation which is characterised
To achieve this we will provide a high quality, • We will ensure the financial health and by high energy levels, creativity, enterprise,
motivating and attractive curriculum with a prosperity. We will raise aspirations and create
sustainability of the College, enabling innovation and high expectations both of
particular focus on STEM. an environment which has enterprise and
investment in the mission through effective ourselves and of others, with managers taking
employability at its heart. We will strengthen and
resource utilisation. We will invest our funds responsibility for performance managing their
• We deliver opportunities for individuals and increase our employer engagement activities to
to provide inspirational training and education teams and the individuals who make up those
employers to upskill and re-skill for the future. support the College in building and sustaining
opportunities for our local communities and to teams.
This means that we make a significant contribution positive, productive and mutual relationships with
key stakeholders across the City and the wider support local employers. We will invest through
to the economic prosperity of Plymouth and the the disposal of assets, generate cash from
surrounding area. We take this responsibility region.
our operations, borrow prudently and secure
external grant funding.
10 11
Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
OUR CURRICULUM PATHWAYS
CITY
EARNERS
We offer considerable provision in 14 out
of the 15 Sectors of Learning categories
ranging from foundation level to National Our curriculum areas:
Qualification Framework level 4 and • Technology, Marine and
higher education courses. The College has Renewables
substantial work-based learning which • Work-based Learning and Schools
includes Apprenticeship training, adult Partnerships
re-training and foundation learning. • Creative, Cultural and Digital
Industries
The curriculum is built around a limited number • Visitor Economy, Public Services
of vertically-integrated, specialist vocational and
and Sport
professional hubs or centres of excellence aligned
to the City’s key sectors of employment and growth, • Business, Hospitality, Care and
with a critical mass of level 3 and 4 provision. Each Science.
hub includes a wide range of lower level provision
with clear progression pathways to level 3 and
university-level provision, plus a contextualised
foundation learning tier provision. The curriculum
clusters align our provision closely with the City’s Our operational plans will lead to:
major employment sectors - the development of • improved opportunities for progression for both
these clusters is informed by the Plymouth Economic young people and adults at all levels
Strategy, the Local Economic Strategy and Flagships, • further development of Apprenticeships as an
and they are shaped by robust labour market attractive learning pathway leading to improved
intelligence, input from employers and periodic City- skills within the workforce
wide skills audits. Whilst the College’s organisation • effective links to higher education and higher
structure is kept continuously under review, the education progression opportunities.
intention will be to ensure that this structure and the • level 3 curriculum development and mapping to
employment sectors remain clearly aligned. real jobs
• effective bridging programmes for students
This cluster model of delivery: transferring from schools
• focuses on the major employment and growth • the validation of level 4 and higher level skills
sectors identified for the Plymouth travel to work that relate to the economic and skills needs of the
area, and the need to provide an innovative and community of Plymouth
appropriate curriculum to meet these needs, • significant opportunities to engage 14-19 NEETs
including specialist skills needs (those not in education, employment or training)
• creates a distinctive curriculum for the College • effective responsive employer engagement and
and differentiate our offer from local schools, enabling part-time flexible upskilling for career
clearly aligning to the local economy development
• is relatively well balanced in terms of volume and • the development of regional specialisms in
mix of student numbers to avoid significant size STEM, including advanced manufacturing, digital
disparity. and creative industries, medical and health, and
business support and start-ups.
12 13
Strategic Plan: 2015-2020
HIGH QUALITY STUDENT BY 2020 WE WILL INDICATORS OF SUCCESS
EXPERIENCE • Ensure innovative approaches to teaching,
learning and assessment that inspire students to
• Retention, achievement and success rates above
benchmark for all students.
exceed expectations.
By fostering a supportive and aspirational Our employer-led curriculum will be attractive • Achieve continuous quality improvement year-
to students due to the high quality of teaching, • Be aligned with the City’s priority sectors to on-year in all curriculum and support areas as
environment that embraces best practice reduce skills gaps, boost workforce skills and judged by internal and external measures such as
learning and assessment, greater flexibility
in teaching, learning and assessment, we and enhanced links to employment. We will be offer a range of training interventions which meet Ofsted and QAA.
strive to continually improve the student acknowledged as a provider of choice for students the needs of employers.
• Achieve sustained stakeholder satisfaction rates
learning experience leading to higher and employers in the priority economic sectors • Provide students with an enjoyable learning of at least 85%.
levels of student attainment and success. in the City, wider region and, where appropriate, environment with facilities and opportunities
nationally. We aspire to be an outstanding and • Students equipped with a range of enviable
Challenges of educational attainment will to develop their knowledge of business and
employability and life skills that ensure their
distinctive provider of education and training that skills and STEM, ensuring best use of learning
be responded to systematically through provides successful pathways to employment, competitive edge for entry into high quality
technology.
innovative curriculum design and delivery. further or higher education. The College makes a employment, business start-up and/or entry into
By 2020 the College will provide a distinct significant contribution in the City to safeguarding, • Have built on our strong reputation for our further or higher education.
curriculum, which offers enterprise at its core,
curriculum offer that demonstrates child protection, the promotion of British values and • Launch of new STEM Regional Centre of
the protection of vulnerable adults. This reflects and to be visibly influencing enterprise activities
specialisation in areas of study aligned to across the City and region.
Excellence in 2017.
our position as the biggest single education provider
the regional economy with a particular for children, young people and vulnerable adults. • Increase the percentage of teaching and learning
• Continue to be an exemplar of safeguarding and
focus on STEM. child protection in the sector and in Plymouth
observations that are graded as either good or
better with at least 20% being outstanding.
by further developing working relationships
with partner providers and external agencies, • The impact of our education and training for
to ensure that there is a consistent approach to students is measured through their progression
safeguarding and child protection across the City. to work, higher-level study and distance travelled
since commencing study at the College.
• The College’s long-established commitment to
equality and diversity gives responsibility for its • Enterprise embedded across all curriculum areas
achievement to everyone connected with the and there is a cross-College culture of enterprise
organisation. This means it permeates everything and entrepreneurship.
we do and that students recognise this
• Students feel safe and external scrutiny confirms
culture of respect and feel safe in our learning
excellence in this area.
environments .
• Good and consistent practice is shared across the
• Actively promote and enjoy an inclusive culture
City so that young people and vulnerable adults
that demonstrates the integration of diversity,
are protected.
embraces British values, safeguarding and
respect for everyone into each aspect of our work • Increase in retention and achievement of
and learning. vulnerable students, who then progress on to
higher level programmes or employment.
• Provide a seamless range of career-relevant
learning pathways from entry-level through • There are high success rates for all students,
to higher education to maximise student and students from disadvantaged groups and
progression and achievement. students with disabilities or learning difficulties
are fully supported throughout their programmes
• Ensure innovative approaches to teaching,
and achieve successful outcomes.
learning and assessment that will increasingly
inspire students to exceed expectations. • Achieve a positive destination rate of 85%.
• All curriculum and service areas are self-
assessing at good or outstanding; achieving an
overall SAR rating of outstanding by 2017/18.
14 15
Strategic Plan: 2015-2020
RESPONSIVE BY 2020 WE WILL INDICATORS OF SUCCESS
• Be seen as a significant partner by local and • The College is seen as integral to the City and the
Skills and qualifications in isolation are no longer led and is focused on growth areas identified as being
regional stakeholders. The curriculum is wider region’s economic and other strategic plans.
enough. We need to prepare individuals for new jobs, vital to the economic regeneration and success of
responsive, flexible and employer-driven, meeting
new careers and new opportunities that will be part the City and beyond. We will develop an improved • Improved employer satisfaction as evidenced
the needs of our markets and informed by robust
of the future rebalanced economy. We will develop commercial offer and deliver our provision in flexible through employer surveys.
labour market information.
students’ life and work skills and those aptitudes and and innovative ways.
• Each curriculum cluster is fully endorsed by its
behaviours which will enhance career opportunities. • Continue to develop the College’s successful
sector with employers inextricably involved in the
We will support our staff to be professional and student voice strategy to ensure that students are
design, delivery and evaluation of our provision.
We will strengthen and increase our employer proactive in their pursuit of current knowledge fully involved in shaping their own experiences.
engagement activities in order to support the College and skills, to demonstrate their commitment to • The opening of a Regional Centre of Excellence
• Enhance the already high levels of partnership
in building and sustaining positive, productive, embodying our values and responding positively (STEM) to support skills training within those key
working with employers and their representative
and mutually beneficial relationships with key and innovatively to the challenges we face. We will priority sectors.
organisations to deliver a dynamic, responsive
stakeholders across the City and wider region. ensure that an already talented College staff will • Increased purchasing of College training from
curriculum.
We will continue to build on our reputation with have the skills and confidence to respond quickly and industry.
employers and ensure that our provision is employer- effectively to future challenges. • Refresh the College’s Employer Endorsement
Scheme to include levels of membership and • An increase of contribution from commercial and
clearly defined benefits for each level. full cost activities.
• Be recognised as a college that delivers high • Increase turnover and contribution from the
quality, market-driven training to employers College’s short course offer.
to support their workforce development -
• As the preferred choice for Apprenticeship
particularly in STEM related areas.
delivery by employers, maintain the College’s
• Be powerfully and visibly influencing STEM position in the national success rate tables.
activities across the City and the wider region.
• Explore and embrace the potential of digital
• Be the leading provider of professional short technology as a tool to transform everything we
courses in the City, supporting workforce do - from learning and pedagogy to operational
development of the key priority sectors. models and processes.
• Be the pre-eminent Apprenticeship training • Work with students to exploit their digital literacy
provider in Devon and Cornwall. as a tool for reshaping learning environments
and for extending learning through increased
• Respond boldly, creatively and strategically to the
participation and collaboration.
opportunities created by digital technology.
• E-learning is fully utilised supporting a high
• Invest in improved and up-to-date learning
quality learning environment and supporting
resources and technologies.
personalised learning.
• Develop and implement both a schools strategy
• Greater engagement with both primary and
and an online digital strategy to improve
secondary schools through activities offered,
communication with feeder schools, including
for instance, by the STEM Centre and Junior
school staff and pupils.
Academies.
16 16
17Strategic Plan: 2015-2020 Strategic Plan: 2015-2020
EFFICIENT AND EFFECTIVE BY 2020 WE WILL INDICATORS OF SUCCESS
• Implement our financial improvement plan, in • Core funding allocations are achieved.
We will ensure the financial health and sustainability opportunities and new challenges. The education order to improve our financial position, ensuring
of the College, enabling investment in the mission sector is in the midst of a technological revolution • Increased diversity of non-Government funded
that the College is able to invest effectively in its
through effective resource utilisation. We will invest and we need to support staff as they respond. income from 30% to 33% of total College income.
strategic priorities.
our funds to provide inspirational training and Many students belong to a technologically literate • An annual adjusted operating surplus that is 2% of
education opportunities for our local communities generation; they are highly intuitive and confident, • Diversify income streams and expand our
turnover.
and to support local employers. We will invest unaided users of digital technology. For educators, partnerships operation to support effective
through the disposal of assets, generate cash the power of digital can sometimes be challenging, delivery of new projects and initiatives. • A staff cost: turnover ratio of 65% or less.
from our operations, borrow prudently and secure but the College must continue to develop ways to • Ensure that our teaching and learning strategy • Achieved a consistent and stable balance sheet
external grant funding. We will support our staff exploit technology meaningfully to improve both the is financially viable and generates a contribution position.
to be professional and proactive in their pursuit process and the outcomes of learning. of between 45% and 50% and that all curriculum
of knowledge and skills. We will support them • Implemented our capital investment strategy.
areas generate contributions of at least the Tribal
in responding positively and innovatively to both 2013 average. • Achieve cash surpluses and cash generation
to ensure investment in the future can be
• Ensure that whole College average class size is
established and sustained.
raised by 10% by 2019/20 from 2014/15 base.
• Increase use of SUPC (or similar) framework
• Improve value for money from procurement.
agreements.
• Invest in a significant estates programme to
• Improve the student journey by automating and
ensure efficiency, competitiveness and improved
simplifying processes.
quality.
• Structures in place; student retention,
• Further develop opportunities for increased
achievement and success above national
efficiency through the application of LEAN
averages. High levels of staff efficiency with a pay/
principles and improved use of technology to
income ratio that is at least the sector average.
streamline systems.
Pay costs are contained to allow for continued
• Employ excellent teachers and support staff, investment in the College and indirect pay costs
establishing appropriate levels of substantive are reduced to protect delivery of the curriculum.
and peripheral staff on appropriate contracts to
• Attract, develop and retain a high calibre, highly
provide flexibility, expertise and skills ensuring
qualified, skilled and professional workforce which
the quality of curriculum delivery remains at the
is passionate, knowledgeable and committed to
forefront of our decision making.
our students.
• Ensure the property strategy, the associated
• Training and development strategy which will
transport strategy, and associated capital
deliver the key capabilities and competencies
building programme addresses current and future
needed by the College to create and sustain an
curriculum and employer needs, ensuring the
environment that delivers excellence.
successful management of the capital build and
refurbishment projects. • A successful estates programme ensures
efficiency, competitiveness and improved quality.
• Deliver the majority of teaching and learning from
one campus in high quality new or refurbished • Improved utilisation of space and efficiency
premises, successfully disposing of unneeded savings.
areas of estate and enabling resources to be • Travel to and from the College, and the availability
redirected into improving facilities in other areas. of parking, is appropriate and efficient to enable
• Expand the College’s commercial offer. students and staff to study and work.
• To have established new income streams of
revenue for the College through commercial
activity.
18 19CITY CHAMPIONS
CITY CREATORS
CITY EARNERS CITY CARERS
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