VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020

VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020


Strategic Plan: 2015-2020
City College Plymouth
Kings Road
Tel: 01752 305300

                        INVESTOR IN PEOPLE

                                               BE PART   City College Plymouth’s
                                               OF IT     Strategic Plan: 2015-2020
VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020

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

VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020                                                                                   Strategic Plan: 2015-2020

                                 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

                                 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
VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020                                                                                         Strategic Plan: 2015-2020

                                        THE PLYMOUTH CONTEXT AND
                                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
                                                                                                 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

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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
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

    • 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.
    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.

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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020                                                                                                                            Strategic Plan: 2015-2020

                                                                           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

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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020

     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.
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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
Strategic Plan: 2015-2020                                                                                                  Strategic Plan: 2015-2020

     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
     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.

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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
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
     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.

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VISION 2020 - City College Plymouth's Strategic Plan: 2015-2020
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
     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.

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Strategic 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
      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.
                                                                                                                      •   Invest in a significant estates programme to
                                                                                                                                                                                  •   Improve the student journey by automating and
                                                                                                                          ensure efficiency, competitiveness and improved
                                                                                                                                                                                      simplifying processes.
                                                                                                                                                                                  •   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

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     CITY EARNERS                        CITY CARERS

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