We focus on learners We value and invest in people We are aspirational, we listen and collaborate We develop strong and effective partnerships
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Mission Our mission is your future success Vision To be recognised as an excellent college by learners, staff and the business community Core Values Our core values are that: We focus on learners We strive for high performance We value and invest in people We seek continuous improvement We are aspirational, we listen and collaborate We develop strong and effective partnerships
Aim 1 - to provide learners with the most effective information, advice and guidance which leads to successful
recruitment and then progression to employment or higher studies.
Objective 2019/2020 Why How Measured When
1.1 Revise the recruitment, admissions To ensure high quality Number of enrolments Sept - Nov 2019
and enrolment processes to experience for all applicants
Number of applications Monthly review from Jan 2020
ensure the college enrols its target
To secure college funding onwards
number of learners.
Owner – VP Academic
1.2 Assess and improve the To ensure that learners are Learner survey results November 2019
information, advice and guidance given able to make an informed and
Website analysis Monthly review from Jan 2020
to new and progressing learners confident choice using labour
onwards
market data
Owner – VP Academic
1.3 Evaluate the skills levels of all Right learner, right level, right Entry criteria September 2019
learners before enrolment course
Initial assessment results
Owner – VP Academic
1.4 Ensure progression routes are To ensure that there are Curriculum plan March 2020
clear for all learners. progression routes from all
Analysis of progression data
programmes to either
Owner – VP Academic
employment, apprenticeship Impact of employment bureau
or further or higher studiesAim 2 - to provide learners with a curriculum that is relevant and responsive to their needs and which develops
their future aspirations.
Objective 2019/2020 Why How Measured When
2.1 Review and plan the curriculum for DfES To ensure that the plan Review plan against Provisional plan December
funded and Higher Education courses. meets: enrolment 2019.
- Welsh Government Final plan April 2020
Owner – AP Data & Planning Priorities
- Regional skills plan
- LMI data
- Local intelligence
- Available funding
2.2 Ensure literacy, numeracy, digital literacy To meet Welsh Government Audit of TL&A plan November 2019
& employability skills are planned within Priorities
Teaching, Learning and Assessment plans.
To develop skills for
Owner – AP Data & Planning
employment
2.3 Plan opportunities for all full time To meet Welsh Government Audit of course plans November 2019
learners to complete enterprise, Priorities Impact of employment February 2020
entrepreneurship activities and work related bureau
activities. May 2020
To develop skills for
employment
Owner – AP Data & PlanningAim 3 - to deliver excellent teaching, learning and support which challenges all learners to achieve their
maximum potential.
Objective 2019/2020 Why How Measured When
3.1 Develop an approach to To develop learner skills Learning observations November 2019
observe and monitor the progress
Competition results February 2020
in learning of employability skills
To meet Welsh Government priorities
through May 2020
and the Regional Skills Plan
• Internal and external
competitions
• Work experience
• Employability activities
• Tutorials
Owner – VP Acadmic
3.2 Implement a range of action To ensure that reflective practice is a Learning observations December 2019
research projects in relation to core standard for teachers
teaching, learning and support Project evaluations April 2020
developing innovation and To increase staff self-efficacy
collaboration amongst staff teams.
Owner – AP Teaching & Learning
3.3 Implement a coherent To provide effective support Learning observations November 2019
programme of academic support arrangements for learners
Learner feedback February 2020
opportunities for all learners
May 2020
Owner – AP Teaching & LearningAim 4 - to inspire a culture which encourages continuous quality improvement.
Objective 2019/2020 Why How Measured When
4.1 Monitor and review the progress To ensure quality improvement is School QIAPs at quality September 2019
made by each school and functional rigorous and robust boards.
February 2020
area against their QIAP.
To ensure the performance against The updated functional
March 2020
targets are being measured. area QIAP’s will be
Owner – AP Quality Improvement communicated to the May 2020
To ensure quality improvement
appropriate member of
plans are being updated, to reflect
Strategic Leadership Team
in-year performance, with
additional actions included as
appropriate.
4.2 Ensure strategies for improving To ensure the college continues to Register checks Weekly from September 2019.
attendance and punctuality are applied strive to achieve a minimum
Cross college line of enquiry
consistently across the college. attendance rate of 90%.
during quality weeks:
Register checks and
To improve success rates
Owner – AP Quality Improvement learner focus groups October 2019
January 2020
March 2020
4.3 Ensure the areas of focus during To ensure each school and From the findings of: During quality weeks:
quality weeks are pertinent to each functional area takes an active role
school and functional area. Learning observations October 2019
in their self-assessment.
Learner walks January 2020
Owner – AP Quality Improvement The in-year self-assessment will be
responsive to prevailing conditions Learner focus groups March 2020
and evidence based.
Staff focus groupsTo ensure support and intervention Data and process
strategies target the areas of most monitoring
need.
Best practice observations
4.4 Continue to improve learner To achieved continuous Analysis of data September 2019
outcomes* improvement and high dashboards by Strategic
February 2020
performance. Leadership Team at quality
*for discussion and assuming we
boards. March 2020
achieve our 18/19 targets, which are:
May 2020
Completion rate 94%
Attainment rate 96%
Main qualification success 87%
Analysis of data Half termly
All qualification success 89%
dashboards by curriculum
GCSE +2% areas
ESW +2%
Owner – VP AcademicAim 5 - plan and support the development of Welsh language/bilingual services and curriculum provision
across the college.
Objective 2019/2020 Why How Measured When
5.1 Cultivate an environment To mainstream the language in the Annual report on Welsh June 2020
where the Welsh language is used college Strategic Development
in informal and social contexts Plan 2018-23 Action Plan
To encourage, support and increase the
Owner – VP / COO use of Welsh across the college by
learners and staff.
5.2 Monitor and review the To achieve the three key aims of the Termly Progress Reports Termly (Progress Reports)
objectives and action plan of the Welsh Strategic Development Plan for the Welsh Language December 2019
Welsh Strategic Development Plan 2018-2023 (Curriculum, Resources, Strategic Group
March 2020
2018-2023 Informal Use of Welsh)
Annual report on Welsh
May 2020
Owner – VP / COO Strategic Development
Plan 2018-23 Action Plan
June 2020
5.3 Collaborate with Coleg To make a key strategic and operational Termly Progress Reports June 2020
Cymraeg Cenedlaethol to support contribution to the Welsh for the Welsh Language
and realise the objectives outlined Government’s Cymraeg target (One Strategic Group
in the college’s FE and million Welsh speakers by 2050)
Annual report on Welsh
Apprenticeship Action Plan
To align college strategic developments Strategic Development
Owner – VP / COO for the Welsh Language with those of Plan 2018-23 Action Plan
Coleg Cymraeg Cenedlaethol
5.4 Monitor and embed the To ensure the statutory requirements Annual Welsh Language December 2019
Welsh Language Standards are meet Standards Compliance
detailed in the Compliance Notice
issued by the Welsh languageCommissioner across college The college must provide an annual Report to the Welsh
services and operations. report to the Welsh Language Language Commissioner
Commissioner on compliance with the
Owner – VP / COO
imposed standards.Aim 6 - to develop a governance and leadership approach which provides an ethos of ongoing challenge and
guidance, which develops trust, transparency and respect.
Objective 2019/2020 Why How Measured When
6.1 Provide clarity about the To ensure that the college stays on Evidence of publication Publish aims and objectives for
future direction of the college, track to achieve the strategic aims year 1 in August 2019
Progress reports to be
through publishing the strategic
To keep everyone informed of evaluated by Strategic Monitor and record progress
objectives, monitoring progress and
progress and challenges Leadership Team, College every half term
providing regular updates.
Management Team and
Publish objectives for year 2 in
Owner - Principal Corporation Board
June 2020
committees & circulated
to all staff via Staff Life
6.2 Ensure that the range and mix of To encourage challenge, advice and Skills surveys of governors When vacancies arise or skills
governors enhance, assist and the sharing of expertise gaps are identified
Measuring and
support the development of the
To promote greater involvement of acknowledging
college
governors in the strategic direction of participation
Owner – Principal, Chair & the college
Governance Officer
6.3 Encourage participation in To be recognised as an organisation Outcomes of surveys, Throughout the academic year
planning for improvement through that listens and acts on the views of focus groups and other
regular consultation with learners, others consultation events to be
staff and other stakeholders. captured. Appropriate
To jointly develop effective ways of
action plans to be
Owner - Principal working with staff to ensure that
developed and delivered,
developments take account of their
with regular progress
views and experiences
measured and reported.
To seek staff and learner views on the
provision within the curriculum andbusiness support areas to ascertain
how it might change and develop
To develop annual objectives for
2020/21 with the learners, staff and
governors.
6.4 Develop capabilities of teaching To support effective staff Impact to be measured Initial CPD plans to be
and business support staff to development and be recognised as an against quality published in term one of the
support the future direction of the organisation that invests in staff improvement action plans 2019/20 academic year.
college. in each area.
To develop service excellence across Review plan and if appropriate
Owner – VP / COO all business support areas of the amend at the beginning of
college terms two and three.
To develop excellent outcomes across
all curriculum areas
To ensure that the changing needs of
learners and / or the curriculum are
identified and met
6.5 Ensure that performance is To ensure that all staff participate in HR to monitor compliance PDRs to be completed within
monitored to recognise effective an effective performance and ensure that CPD is the agreed 3-month window
performance and provide support development review (PDR) targeted. Cross –cutting (dates will vary across the
where performance needs to themes will be identified college).
To provide staff with opportunities to
improve. matching the outputs of
grow and develop in their work –
6.4 with individual
Owner – VP / COO focussing on service excellence
development plans.
To provide staff with clarity about Service outcomes will be
expectations with regard to scrutinised to evaluate the
performance impact of these activities.To bring those areas that need to improve the most into sharper focus To recognise those areas where staff performance is excellent To ensure that CPD is stretching and varied according to performance
Aim 7 - to be recognised as an excellent college for collaboration and partnership working. Meeting local,
regional, national and international needs and priorities.
Objective 2019/2020 Why How Measured When
7.1 Expand our employer To increase employer support activities Annual Employment June 2020
support provision to provide a Bureau Report
To meet employer needs and demands
recruitment solution that
Faculty Management
supports part time, full time and To raise the profile and image of the
Meetings
apprenticeship employment college
opportunities. Increased opportunities
To support learner progression
for learners to engage in Termly update on progress
Owner – AP BIS opportunities
work placement, PT and
To increase ESF/commercial and FT / Apprenticeship
apprenticeship opportunities employment
7.2 In conjunction with Local To challenge BIS in strategic direction Termly Strategic Termly update on progress
Authorities establish a strategic and performance Meetings
partnership group consisting of
To raise awareness of needs and regional
key external agencies,
demands
stakeholders and partners.
To influence the college offer and
Owner – AP BIS
priorities
To listen to employers and understand
their decisions and direction
7.3 Capture and evaluate the To measure the external perception of Employer Surveys Survey 1 - November 2019
views of our employers, the college
stakeholders and partners,
To monitor the college performance
ensuring that we are meeting
needs and expectations.Owner – AP BIS To listen and respond to employers
needs
To support decision making and strategic
direction
7.4 Develop a strategy for To capture new income opportunities International Strategy October 2019
international work that supports
To maximise current ESF funding
the College and provides
opportunities for staff and To be recognised as an International
learners. provider
Owner – AP BIS To provide excellent training in specialist
areas
To enhance learner experiences
7.5 Participate in local, regional To understand and respond to regional Attendance at network Termly update on progress
and national initiatives / groups priorities meetings
to ensure the college gathers
To understand and influence political 5 new contacts and
appropriate LMI and is seen as an
direction partnerships
economic contributor. To include
representation at: CBI, Treforest To be aware of inward investments,
Growth, CBF, Valleys Task Force, growth and contraction within the region
RSP, NTFW and local network
To gather information about the funding
groups.
landscape
Owner - PrincipalAim 8 - to deploy all of the resources of the college, in a considered, responsible and sustainable manner in
support of the mission, vision and core values.
Objective 2019/2020 Why How Measured When
8.1 A continual and consistent To ensure financial probity Papers evidencing To be monitored termly alongside
commitment to cost planned surplus for: monthly, quarterly and annual
To effectively manage cash flow
management is evidenced in financial statements.
Operational
order to ensure value for money To ensure future capital commitments
Management Team
and to safeguard the financial are delivered
health of the college. Strategic Leadership
Team
Owner – VP / COO
College Management
Team
Governors
8.2 Alongside cost management To reduce the risk of over reliance on FE Papers evidencing in key To be monitored termly alongside
to continue to grow and develop recurrent funding activities and income for: monthly, quarterly and annual
alternative income streams (not financial statements.
To respond to the needs of business Operational
core FE funding) where possible.
Management Team
WBL to maintain contract level as To ensure that the surplus target is met
a minimum and a commercial Strategic Leadership
To meet local, regional and national
target of £1.2m. Team
priorities
Owner – AP BIS College Management
Team
Governors
8.3 Ensure that all investments To ensure that investments are made Business planning To be monitored termly alongside
in capital, equipment, and which are learner focussed process delivery of monthly, quarterly and annual
staffing are planned, monitoredand evaluated using appropriate To ensure that the business planning strategic aims and within financial statements alongside the
data and responsibly support the process is robust and leads to effective budgetary limits. business planning processes.
strategic plan. The details of this investment in staff, resources and
Learner survey responses
commitment should be equipment
articulated to college Audit reports receiving
To ensure financial probity
management, governors and assurance ratings
external bodies.
Owner – VP / COO
8.4 Ensure that the audit needs To comply with legal responsibilities Assurance ratings for all In accordance with the deadlines
of the college are planned, audit reports within the annual audit plans for
To ensure that the Financial Regulations
managed and reported in a internal and external audit
are adhered to
timely fashion to the college
management and governors and
that all related compliance
responsibilities are met.
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