Corporate Plan 2025-2030
Foreword
At Capital City College, we believe in the transformative power of education- not only to shape individual lives, but to strengthen communities and drive progress across society. As we look ahead to the next five years, this Corporate Plan outlines our bold vision for 2025-2030: a vision rooted in equity, innovation and impact.
The world around us is changing – faster than ever before. From technological disruption to shifting social and economic landscapes, our students face challenges and opportunities we could not have imagined a decade ago. This Plan reflects our commitment to preparing learners not only for jobs, but for lifelong purpose. It sets out our ambition to be a college that leads with integrity, adapts with agility, and continues to be a force for good in the capital and beyond. In developing this plan we have listened to our students, staff, employers and community partners. Their voices and aspirations have helped shape a roadmap that is both ambitious and achievable. From investing in inclusive learning environments, to building stronger industry partnerships, to leading in sustainability and digital transformation – our priorities reflect who we are and who we aim to become. As one of the largest providers
of further education in the UK, we operate within a policy environment that influences everything from funding and curriculum design to student support and workforce development.
The London Growth Plan has just been released with an Inclusive Talent Strategy to follow. The Government’s Industrial Strategy identifies eight growth sectors (advanced manufacturing, clean energy, creative, defence, digital, financial services, life sciences, professional services) set to frame investment, while the Immigration White Paper, Get Britain Working plans and Post 16 Strategy will all impact funding and regulation. Other initiatives such as Local Skills Improvement Plans (LSIPs), the Lifelong Learning Entitlement, and reforms arising from the Curriculum and assessment Review or the Skills and Growth Levy shape our role in preparing learners for emerging industries and helping employers address skills gaps.
Government policy also dictates the regulatory framework within which we operate. Bodies such as Ofsted, Department for Education, and the Office for Students set the standards we must meet and provide accountability for public investment in
education. These regulations guide our approach to teaching excellence, safeguarding and institutional governance. As national and local policy continues to evolve, Capital City College remains agile and responsive. By aligning our work with national priorities while staying true to our values, we continue to be a driving force for inclusive education, skills development and social progress.
We are proud of our heritage, but we are even more excited about our future. With this Plan we reaffirm our purpose: to open doors, unlock potential, and deliver education that truly changes lives. Capital City College is committed ‘To create a future that is uniquely yours’. We invite you to join us on our journey and thank you for your continued support.
Angela Joyce - Chief Executive Officer
Michael Davis - Board Chair
About us
Capital City College Group was formed in 2016 through the first merger. Since then, there has been another merger and the creation of a number of subsidiary companies to form the Group as it currently stands. In 2024, the Group carried out a review of its purpose, values and brand identity.
We have twelve campuses in north and central London
Finsbury
Our achievements in numbers
Over 30,000 students
130 nationalities across all learners and staff
STUDENT ETHNICITY vs NATIONAL AVERAGE
72% SIXTH FORM LEAVERS
SECURE FIRST CHOICE UNIVERSITY
LARGEST PROVIDER OF ESOL IN THE UK
OVER 700 COURSES OFFERED
ENROLMENTS BY SUBJECT
Our purpose and values Highlights
In 2024, Capital City College reviewed is existing vision, mission and values. This review included feedback from our staff, students, governors, stakeholders, and partners.
Purpose statement
To create a future that is uniquely yours
Brand promise
A world of possibilities
VALUES
Connected communities
Welcoming and open-minded, we create a community of people and businesses where you feel valued, supported, and confident to grow.
Real-life learning
Practical and personal skills and knowledge which can be applied in the real life
Expanded horizons
Innovating and inspiring, we help you become and achieve more than you thought was possible.
Over the past five years, we have had a number of notable achievements:
January 2022
London Mayoral Academy status won in green industries, hospitality, digital, creative industries.
June 2022
Capital Transformation funding of £25m secured for three campuses: Soho, Holloway, Tottenham.
February 2023
Ofsted ‘Good’ achieved, including ‘strong contribution’ to meeting skills needs.
May 2024
The Vincent Rooms relaunch.
December 2024
Hospitality and Culinary Arts team win Gold for FE Team of the year in Pearson national teaching awards.
July 2025
Chartered Status conferred by the Chartered Institution for Further Education.
Executive summary
Our six success factors are summarised:
Quality
Achieve excellence in all key areas of provision
Community
Support our communities and drive social progress through education
People
Build a high performing team and culture offering flexible working, professional development and work life balance
Student
Deliver and inclusive curriculum that responds to regional, national and global economic demands which develops active citizens
Economic
Embrace innovation and technological advancement
Financial
Build financial resilience and sustainability to maintain high quality education and skills provision
Student success
Strategic priority:
Deliver an inclusive curriculum that responds to regional, national and global economic demands which develops active citizens.
Aim 1
Develop a future-focused curriculum.
To achieve success, we will:
• Ensure that all students participate in a curriculum-linked industry experience.
• Work with professional bodies and institutes, as well as employers and universities, to enhance and endorse the curriculum.
Aim 2
Embed social and emotional learning in all student experiences.
To achieve success, we will:
• Implement a college-wide social and emotional learning framework (SELF).
Aim 3
Strengthen progression pathways to apprenticeships, higher education and employment.
To achieve success, we will:
• Increase the percentage of students progressing to positive destinations.
• Introduce or update new programmes annually that address emerging sectors.
• Deliver annual CPD to curriculum teams on emerging trends and future skill needs.
• Increase the number of employerled curriculum projects or guest lectures.
• Develop a higher education strategy focused on technical and professional education.
• Develop a new SEND strategy.
• Offer SELF-focused enrichment opportunities per term, including workshops on resilience, leadership, and communication.
• Deliver annual SELF and mental health CPD to all staff.
• Increase student satisfaction in ‘personal development’ survey metrics year-on-year.
• Increase progression into apprenticeships, especially in priority sectors.
• Develop progression agreements with universities and employers.
• Ensure all students are offered one career guidance session annually.
• Build learning partnerships with key stakeholders, focusing on engaging young learners, pathways for adults, and strong university relationships.
• Enhance the apprenticeship portfolio and opportunities through the skills and growth levy.
• Develop an international programme with progression to university.
Economic success
Strategic priority:
Embrace innovation and technological advancement.
Aim 1
Provide excellent services, resources and environments.
To achieve success, we will:
• Standardize access to digital assets across the college through a digital-first entitlement.
• Implement a digital strategy that harnesses AI for business processes, learner and teacher support.
• Develop international opportunities through online provision delivered through strategic partnerships globally.
• Automate the management of the estates, monitor energy, occupancy and equipment to increase efficiency.
• End-to-end efficient technological processes for Apprenticeships, including CRM, enrolment, learning, contracts management and finance.
• Create and maintain vibrant, clean and future-ready spaces that are accessible, welcoming and safe – especially in key areas like social zones, libraries, and learning centres – promoting well-being, connection and belonging.
• Celebrate diversity and inspire ambition through inclusive visual storytelling, with positive, representative imagery and messaging across campuses and digital platforms that reflect and uplift the full breadth of the college community.
• Maintain a virtual learning environment that is inclusive, engaging and easy to use, designed to support all learners with accessible features, intuitive navigation, and content that enhances independent study, collaboration and achievement.
Aim 2
Showcase sustainability and positive environmental impact.
To achieve success, we will:
• Commit to a manifesto and communicate it to staff and learners.
Aim 3
Enable employers to inform, influence and design the curriculum.
To achieve success, we will:
• Fully establish Sector Specific Advisory Boards across the Group.
• Build a strong and consistent narrative around four core tenets: minimize energy; reduce waste; green our estates; embed sustainability into the curriculum.
• Champion student-led sustainability initiatives and embed climate literacy into the curriculum.
• Drive ambitious energy reduction targets and celebrate green achievements.
• Cultivate responsibility and resourcefulness, where reducing waste, reusing materials, and recycling are part of daily practice.
• Grow apprenticeship provision, including in specialist areas and through national contracts.
• Invest in employer relationships, including through membership of key representative bodies.
• Build opportunities for research and development with employers to focus on new and emerging skills gaps.
Financial success
Strategic priority:
Build financial resilience and sustainability to maintain high-quality education and skills provision.
Aim 1
Profitably grow existing provision and diversify income streams.
To achieve success, we will:
• Diversify income streams to reduce public funding dependency.
• Generate profitable growth in key areas of provision.
• Develop new commercial ventures.
• Create new opportunities to work nationally and internationally through provision of online courses.
• Develop a new innovation platform where everyone can share ideas and potential new opportunities.
• Ensure our budget generates sufficient cash for investment in people, buildings, equipment, planned maintenance, growth, research and development.
Aim 2
Drive efficiency and effectiveness.
Aim 3
Optimise assets to enable reinvestment.
To achieve success, we will:
• Maintain a robust business planning process to ensure resources are allocated effectively.
To achieve success, we will:
• Ensure the estates strategy includes a robust capital investment process.
• Seek opportunities for collaboration to reduce overheads through economies of scale.
• Efficiently deploy resources through staff utilisation, resources utilisation and class sizes.
• Set annualised targets to ensure viability of all areas of work.
• Adopt best practise processes and embracing new technology.
• Utilise benchmarking data to continually self-assess and review performance.
• Good financial health that generates operating surplus to reinvest in facilities for the benefit of students and the communities we serve.
• Maximise the physical assets to generate additional income.
• Enhance financial management skills throughout the organisation to develop a culture of financial accountability.
• Build partnerships that maximise resource utilisation and strategically align.
• Create a clear digital strategy that increases productivity and benefits staff, learners and customers.
• Review utilisation and realise surplus assets to enable reinvestment.
People success
Strategic priority:
Committed to building a high-performing and inclusive culture, offering flexible working, professional development, and a work-life balance.
Aim 1
Retain, recruit and develop a talented, high performing workforce.
• Streamline and optimize the recruitment process using data and technology.
To achieve success, we will:
• Implement continuous learning and development programmes for all.
• Provide career growth pathways and succession planning, and further improving internal promotion rate.
• Provide competitive compensation and benefits aligned with market trends.
• Invest in leadership development, coaching and mentoring initiatives.
• Leverage data-driven insights to personalise employee development plans.
• Enhance employer branding and value proposition to attract top talent.
Aim 2
Celebrate our purpose and values
Aim 3
Foster an inclusive, engaging, and purpose-driven workplace culture.
To achieve success, we will:
• Expand outreach to diverse talent pools and under-represented groups.
To achieve success, we will:
• Offer flexible work arrangements to support work-life balance.
• Engage candidates through personalised and transparent communication.
• Celebrate and recognise staff as workplace ambassadors.
• Recognise and reward high performance and contributions.
• Increase employee engagement scores by 5% year-on-year.
• Develop an internal mentoring and sponsorship programme.
• Celebrate and recognise staff contributions.
• Increase participation rate in flexible work and well-being programmes.
• Tackle issues of bullying, harassment or discrimination within the workplace.
• Train and support effective people managers.
• Implement processes to drive staff feedback and engagement.
Community success
Strategic priority:
Support our communities and drive social progress through education.
Aim 1
Provide flexible opportunities locally, nationally and internationally.
To achieve success, we will:
• Diversify our delivery models to provide more online / hybrid options.
• Identify and remove barriers to learning for different communities, including digital inclusion.
• Develop new online provision to support a revised international strategy.
Aim 2
Build a strong profile and reputation.
Aim 3
Build partnerships and become the voice of the local community.
To achieve success, we will:
• Continue to raise awareness of CCC within the local community, regionally and nationally.
• Work with each local authority to support local community groups.
To achieve success, we will:
• Represent our student voice at every opportunity, including with local authorities, Greater London Authority (GLA), business organisations and government.
• Develop and celebrate specialist hubs that showcase excellence.
• Work with agencies to promote the needs of our community.
• Work with other London-based anchor institutions.
• Design courses in flexible learning and modular approaches to enable access for all learners, including utilising the lifelong learning loan entitlement.
• Expand the network of advocates and ambassadors, including the alumni network.
• Work with our partner employers, GLA and universities to support the local and regional skills agenda and productivity growth.
• Maximise opportunities for under-represented and diverse communities to access learning.
• Maintain and develop key stakeholder relationships.
• Engage and influence national and regional policy.
• Seek feedback from external stakeholders regarding their needs and challenges.
• Be committed unequivocally and constantly review approaches to tackling all forms of discrimination.
Quality success
Strategic priority:
Achieve excellence in all key areas of provision.
Aim 1
Drive continuous improvement in learner outcomes.
To achieve success, we will:
• Further improve student satisfaction score in teaching, learning, assessment and feedback across all curriculum areas.
• Improve overall achievement rates to at least benchmark or 90% across all curriculum areas.
• Increase the high-grade achievement rate for GCSE English and Maths to at least 10% above national rates.
• Attain a minimum of ‘Strong standard’ across all provision in the next Ofsted inspection, aiming for ‘Exceptional’ in Curriculum, Teaching and Training.
• Establish a professional learning culture through our core CPD offer that promotes staff ownership, engagement, and the sustained use of innovative, researchinformed pedagogy.
• Enable all students and apprentices to make sustained and substantial progress from their starting points.
• Devise a strong international curriculum with high progression rates.
Aim 2
Deliver a high-quality, and memorable experience.
To achieve success, we will:
• Transform learning into an immersive, inclusive and futureready experience by harnessing the power of cutting-edge technology, AI and digital ecosystems.
• Bring learning to life through purposeful, employer-led and experiential projects, embedding industry-relevant challenges and real-world application into every stage of the curriculum.
• Champion the student voice as a driver of innovation and improvement, actively involving learners and alumni in co-creating a dynamic and responsive learning environment that reflects real needs and aspirations.
• Enrich the student journey through diverse, high-impact opportunities from industry placements and cultural trips to volunteering, peer mentoring, student-led initiatives, ambassador programmes, national competitions, and showcases that develop confidence, leadership and real-world skills.
• Provide holistic, proactive support that removes barriers to success, including tailored academic guidance, mental health support, financial assistance and well-being services.
• Develop quality processes that ensure all customers have a good experience, such as those on online courses, commercial customers and resource users.
Aim 3
Embed a culture of reflection and enhancement.
To achieve success, we will:
• Embed co-creation into curriculum design and review by actively involving students, employers and stakeholders as partners in shaping relevant, future-focused and industry-aligned learning.
• Use inclusive, innovative methods to capture meaningful feedback from digital platforms and interactive forums to creative engagement campaigns, ensuring every voice is heard, valued and represented.
• Build a culture of accountability and trust through transparent action, clearly communicating how feedback drives real change through visible ‘You Said, We Did’ outcomes that close the loop and showcase impact.
• Embed a rigorous, evidenceinformed culture of selfassessment at every level, where individuals, teams and the wider organisation routinely reflect on practice, evaluate impact, and
co-create solutions that drive measurable improvement.
• Nurture a growth-focused, no-blame culture of learning, where open dialogue, shared responsibility and professional curiosity fuel innovation and elevate performance across the college.
• Deliver an ambitious, agile quality improvement plan that not only boosts organisational effectiveness, but directly enhances learner outcomes, closes gaps, and raises standards across all areas of provision.
• Champion a dynamic, reflective approach to professional development, where staff continuously evolve their practice through peer-review, coaching, mentoring, action learning, research groups, and the open exchange of best practice across departments and disciplines.
