Middlesbrough College Strategic Plan 2014-2017

Strategic Plan 2014 - 2017 DRIVING AMBITION, INSPIRING SUCCESS WWW.MBRO.AC.UK

FOREWORD Welcome to Middlesbrough College’s Strategic Plan 2014 - 17 which has been developed in consultation with our staff, students, employers and key stakeholders.

The Strategic Plan is a statement of where we want to be by 2017 and how we are going to get there through our Strategic Priorities.

needs requiring us to innovate new products and services and develop the delivery of high quality Apprenticeships. As part of our growth strategy we seek to increase our commercial work whilst ensuring quality remains at the forefront of our delivery.

At Middlesbrough College, from the Governing Body to every staff member we are driven by a determination to generate opportunity, employment and prosperity across Teesside. This is reflected in our new Vision Statement which is “to be the leading provider of education and training creating a positive future for everyone in Teesside”.

Middlesbrough College is proud to serve its communities and we aim to be at the heart of helping Middlesbrough, Teesside and the wider region prosper and look forward to a successful future. We could not achieve this ambition without the shared enthusiasm; passion and dedication of our staff, students and business partners which makes the College such a fantastic place to learn and work.

The College continues with its investment and growth strategy which is based on ensuring a high quality student experience, and aimed at protecting and expanding its income base allowing it to invest further in outstanding facilities and resources for students. In September 2014 the fantastic expansion to the A Level Centre (MC6) will open, doubling the A Level provision on offer and taking the number of subjects available up to 35. Building work is underway on the £12million STEM (Science, Technology, Engineer and Maths) Centre which aims to support Teesside’s economic growth over the longer term. The Centre with support from local employers will provide training in advanced manufacturing, logistics, process, oil and gas and engineering disciplines and will ensure young people have a head start in the jobs race meeting the needs of the skills agenda.

We believe we have embarked on a special journey in providing high quality education and training and improving the lives of our students and we hope you will join us in this endeavour.

The College has a growing reputation for not only excellence in the delivery of vocational and technical training but also in nurturing the individual as well as fostering entrepreneurship, innovation and enterprise. The College is proud of the 93% of full time students that successfully progressed into further study, higher education, or employment when they completed their studies in 2013.

Middlesbrough College’ s work with employers is a key feature as we seek to support the local and regional economies and we have responded to a range of business

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Bob Brady Chairman of Governors

Zoe Lewis Principal / Chief Executive

vision

To be the leading provider of education and training creating a positive future for everyone in Teesside

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mission - DRIVING AMBITION, INSPIRING SUCCESS

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OUR VALUES AIM HIGH

WORK HARD

TAKE RESPONSIBILITY

DO WHAT’S RIGHT

RESPECT OTHERS

CHALLENGE YOURSELF TAKE PRIDE 5

strategic aim

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Growth based on quality and reputation, which improves educational achievement, employment prospects, economic prosperity and wellbeing for all

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strategic priority 1 - one ambition

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ONE AMBITION...

TO BE AN OUTSTANDING PROVIDER OF EDUCATION AND TRAINING THAT PROVIDES PATHWAYS TO EMPLOYMENT, FURTHER OR HIGHER EDUCATION To achieve this priority we will •

Deliver outstanding teaching and support effective learning

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Stretch, challenge and inspire all students to explore and achieve their full potential

Continue to develop Higher Education provision in partnership with Teesside University

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Increase 14-19 year old participation through our reputation for delivering high quality qualifications and success rates

Increase the proportion of students progressing to employment, apprenticeships or higher study

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Provide a range of high quality retraining and promotion options for adults

Explore and apply innovative digital technologies to support learning and development

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Provide the best facilities, equipment and services possible

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Provide an environment and curriculum that inspires innovative work-related practices which develop and embeds employability and entrepreneurial skills

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strategic priority 2 - one commitment

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ONE COMMITMENT...

TO ENHANCE THE REGION’S ECONOMIC COMPETITIVENESS BY DIRECTLY ALIGNING OUR OFFER TO THE SKILLS REQUIREMENTS OF EMPLOYERS To achieve this priority we will •

Deliver a full suite of education and training solutions which support the Tees Valley Unlimited Partnership’s Business Plan, the Tees Valley Sector Action Plans and the Tees Valley City Deal

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Meet employers workforce needs through the delivery of planned and responsive training and development solutions

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Progress innovative partnerships with employers, employer associations, and sector representatives that support the development, delivery and expansion of Traineeships and Apprenticeships

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Play an active role in developing the region’s innovation and business support infrastructure

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Foster entrepreneurship and innovation across the Tees Valley

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Continue to expand the opportunities for real work experiences for all students

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strategic priority 3 - one community

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ONE COMMUNITY...

TO RESPOND TO THE NEEDS OF OUR STUDENTS AND THE WIDER COMMUNITY To achieve this priority we will •

Listen carefully to the Student Voice and respond in order to provide the best possible student experience

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Support and enrich the social, cultural, economic and physical wellbeing of the wider community

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Provide excellent information, advice, guidance and valued support for all students

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Provide a healthy, safe, accessible and sustainable environment

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Maintain an environment that embraces and nurtures equality and diversity

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strategic priority 4 - one team

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ONE TEAM...

TO WORK AS ONE HIGHLY SKILLED, PROFESSIONAL, AND CREATIVE TEAM WITHIN A SUPPORTING, ASPIRATIONAL AND ENTREPRENEURIAL ENVIRONMENT To achieve this priority we will: •

Maximise the potential, talent and performance of our staff through effective leadership, support, training and development

Promote progression routes and succession plans within the College, supporting and encouraging staff to shape their own futures

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Inspire a ‘One Team’ culture promoting mutual respect based on a core of common goals and values

Ensure all our systems and processes support the delivery of student success

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Recognise and celebrate achievement

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Listen carefully to staff and respond to suggestions to improve the College and its service to students, employers and the wider community

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Continue to recruit, develop and retain a proactive and agile workforce that is able to innovate and exceed expectations

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strategic priority 5 - one network

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ONE NETWORK...

TO FOSTER THE DEVELOPMENT OF A NETWORK OF EDUCATIONAL AND TRAINING EXCELLENCE THAT RAISES ASPIRATIONS AND PROMOTES OPPORTUNITIES To achieve this priority we will •

Actively pursue strategic investment opportunities to secure future income growth whilst maintaining financial stability

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Provide a forum that engages all stakeholders in the development of education and training related to science, technology, engineering and mathematics

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Enhance the nature and scope of our offer by working with likeminded organisations that share our values and commitment to the region

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PUBLIC VALUE STATEMENT Middlesbrough College is committed to adding value to the social, economic and physical well-being of the local community it serves.

We are committed to raising aspiration, increasing opportunity and providing a foundation for sustainable economic growth and prosperity.

Central to our responsibility is our work with partner organisations and our obligation to enrich the social, cultural, economic and physical well-being of our whole community.

In practice, this means we are ready, willing and able to respond to the needs of our community whatever and wherever they may be.

In making this commitment we may be challenged to work in new ways and, at times, our own capability or capacity may be tested.

We are nevertheless determined to devote ourselves to, and measure ourselves against, this endeavour.

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KEY PERFORMANCE MEASURES The College has established a set of key performance measures to monitor the progress against the five strategic priorities it is pursuing. This will enable the College Leadership Team and the Governing Body to measure how it is performing against its own previous performance as well as against the relevant national comparators for the sector.

The table below highlights the top 10 KPIs which aim to produce a balanced measure of the quality of student experience and the positive outcomes that our students can expect once they complete their time at the College.

TOP TEN KEY PERFORMANCE MEASURES 1. Teaching & Learning The % of first teaching observations that are good or better

6. Success Outcomes The % of students completing and achieving their qualification

2. Attendance & Punctuality The % of students attending and arriving on time

7. Timely Apprenticeship Success Rate The % of students achieving their Apprenticeship framework within the planned timescale

3. Retention The % of students completing their qualification 4. Course Achievement The % of students achieving their qualification The % of students achieving High Grades and Value Added 5. English & Maths Achievement The % of students achieving their English and/or Maths qualification

8. Destinations of Completers The % of students gaining a positive outcome following their completion on their course 9. Progression to Further Study The % of students progressing to further learning including Higher Education 10. Distance Travelled The % of students feeling prepared for their next step to Further Study / University / Employment

The College will review its strategy each year and adjust as necessary to ensure that it remains focussed on achieving its vision of being the leading provider of education and training creating a positive future for everyone in Teesside.

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mbro.ac.uk

Course information

01642 333700

STRATEGIC PLAN 2014 - 2017 Middlesbrough College Dock Street Middlesbrough TS2 1AD Tel. 01642 333333 Web. www.mbro.ac.uk