Draft Strategic Plan 2017/18

A Consultation Document on our

DRAFT STRATEGIC PLAN 2017/ 18

A message from our Principal

Inspiring Achievement, Driving Ambition Reaseheath College is recognised as one of the best specialist technical institutions in land-based and associated sectors in the country.

and we will strive to play our part in enabling the Cheshire and Warrington LEP to deliver its Strategic Economic Plan (SEP).

Our ambition to deliver our mission, “to inspire achievement by delivering outstanding education and skills” drives our thinking and activity at all times and is captured in this Strategic Plan.

Linked to this, and in support of the LEP plan and the Government’s Industrial and Agri-Tech strategies, the College is delivering a capital investment plan of £30 million. This will provide outstanding technical training and education facilities for our Further and Higher Education students, staff and the industries we serve. This includes LEP supported investment in AgriTechnology, Construction Plant, Sports Science, Higher Education and Business as well as residential facilities for national training programmes. This exciting plan is now well underway.

This document outlines the strategy that underpins the work of the College. The three-year aims are supported by annual objectives that are updated each year. The currency and appropriateness of the Mission, Vision, Values and three-year aims are tested annually through consulting with staff, students, governors and our stakeholders.

Our plan focuses on our customers; students, employers, industry, local communities, the Local Enterprise Partnership (LEP), Local Authorities and our Government Departments: the Department for Business, Energy and Industrial Strategy, the Department for Education and the Department for Work and Pensions.

Reaseheath College recruits around 60% of its Further and Higher Education students from outside Cheshire and Warrington. The strategic plan has to therefore reflect the needs of our prospective students and the industries we serve from across the UK and beyond, as well as meeting the needs of our local employers and communities.

DART Training, with their main centre based in Derbyshire, is also an important member of the Reaseheath Group. This creates a fantastic opportunity for Reaseheath and DART to work together and optimise our benefit to the employers and industries we work with.

This has also enabled us to deliver to more employers and enhance the apprenticeship programme as well as grow our higher level apprenticeship offer.

Our Strategic Alliance with the University of Chester is opening numerous new opportunities for both institutions. This is removing any perceived barriers to progression to higher education, with the aim of making this a seamless offer and transition. The development of Higher and Degree Apprenticeships as well as ensuring our offer meets the needs of the locality, particularly with the announced withdrawal of MMU from Crewe, is a priority.

Our strategic plan, delivered by our fantastic team of people, supported by our partners and stakeholders, will enable us to achieve our ambition of delivering outstanding education and skills to all our students.

Meredydd David Principal Reaseheath College

The College recognises the important role it plays in supporting and meeting the needs of its local communities and employers. This high level summary of our strategic plan identifies the significant role the LEP now plays in accelerating growth in our local economy,

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Strategic Development Plan 2017-18

1000 apprentices

Reaseheath is

Over

best colleges of its kind in the UK

in learning

recognised as one of the

For every £1 a student spends on

studying at Reaseheath

they gain £7.30 in higher lifetime earnings

We create a total income of over

£85.7million per year Invested

£50million in facilities

over last 8 years Higher Education

growth of £500,000 annually over last 4 years

Further

£30million investment planned

Reaseheath Group is now the largest

provider for

Land-Based Learners in the UK studying agriculture,

agricultural engineering, construction plant, and apprenticeships

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Strategic Development Plan 2017-18

Mission

Vision

V A L U E S

Three Year Strategic Aims

Annual Strategic Objectives

Annual Critical Functional Area Objectives For planning purposes, the activities of the College are outlined in four business critical functions:

• L earning and Skills Development

• Q uality Assurance and Improvement

• H uman Resources and Organisational Development

• F inance and Resources

Area Plans

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Strategic Development Plan 2017-18

Mission To inspire achievement by delivering outstanding education and skills.

Vision We will: • A chieve excellence through fully releasing the potential of our students and colleagues

• D eliver inspirational teaching and learning and student experience in Further and Higher education

• M ake Reaseheath the preferred

Values - PRIDE People: We are passionate about our learners, staff and customers and place them at the heart of all we do by supporting, developing, empowering, encouraging, respecting and valuing their contributions

Responsibility:

We encourage individuals to be responsible and accountable for their actions and decisions, and we promote community cohesion and environmental sustainability through our behaviour

Integrity:

place to work and study with superb facilities, resources and support for colleagues and students

We believe in honesty, integrity and the highest ethical standards in everything we do

• Lead and develop partnerships with

We recognise, respect, promote and celebrate diversity

industry and our communities that make a positive difference

• B e the College, training provider and employer of choice

Diversity:

Excellence:

We challenge ourselves to strive for the highest standards of quality and behaviour by adopting a supportive self critical approach in our pursuit of excellence

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Strategic Development Plan 2017-18

Strategic Aims

Objective 3 English and Maths:

1. Deliver excellent Apprenticeships and Further and Higher Education that meets employers’ skills needs and fulfils students’ expectations

Create a positive culture of English and maths skills development across college to enable students to achieve their career progression goals

2. Provide outstanding resources and facilities for all staff and students

Objective 4 Higher Education:

3. Inspire Apprentices and Further and Higher Education students to achieve their full potential by delivering excellent teaching, learning, care and support 4. Develop and support our people to reach their full potential and make the College the employer of choice

Strategic Objectives 2017/18 Objective 1 Employer Engagement and Employability: Create a Business to Business model that demonstrates a holistic, interdependent offer to raise industry levels of engagement and improve employability of all students

Objective 2 Apprenticeships:

In partnership with employers, develop a skills based, teaching-led, research informed, higher education provision that ensures our graduates will be employable, enterprising and entrepreneurial, making a positive contribution to the region’s productivity and growth

Objective 5 Quality – Teaching, Learning, Support and Assessment: Maximise opportunities for our learners and staff to achieve their full potential by providing excellent learning, assessment, care and support

Objective 6 People and Culture: Drive a positive staff culture which empowers all staff to deliver an outstanding customer experience by enhancing staff wellbeing and improving the interaction between academic delivery, college systems and processes and the learner journey

Deliver employer driven, high quality Apprenticeship provision that trains, assesses and enhances industry skills and knowledge ensuring highly engaged and qualified apprentices

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Strategic Development Plan 2017-18 Objective 1:

Employer Engagement and Employability: Create a Business to Business model that demonstrates a holistic, interdependent offer to raise industry levels of engagement and improve employability of all students.

Key areas to take forward: 1. Create a Business to Business strategy to include infrastructure, resource base, communication, marketing and criteria for success 2. Review and enhance work placement experience at all levels

What success looks like: • Creation of a Corporate website to engage with industry • I ncrease in companies accessing a range of delivery • Each learner will have challenging individual objectives set for their work experience that will be evaluated for impact on their skills development • Evidence of Employer Academies supporting delivery and assessment • CRM solution identified and in operation

3. Review and increase industry support in curriculum design and delivery through the establishment of employer academies 4. Establish an effective CRM to drive and support effective industry engagement

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Strategic Development Plan 2017-18 Objective: 2

Apprenticeships: Deliver employer driven, high quality Apprenticeship provision that trains, assesses and enhances industry skills and knowledge ensuring highly engaged and qualified apprentices

Key areas to take forward:

What success looks like: • Increase the number of SME and Levy paying employers we work with • Increase employer satisfaction to 80% • Develop and deliver an apprenticeship offer from Level 2 to Degree Apprenticeships

1. Develop an employer engagement approach that promotes effective relationship management, maximises opportunities for Apprenticeship growth, and ensures employer needs continue to be identified and exceeded in the future

• Increase framework and timely success to 82% and 71% respectively

2. Develop a highly skilled delivery and assessment team to improve the development and delivery of a wide range of apprenticeship programmes, representative across all vocational areas and academic levels that satisfy the needs of our employers and learners

• Teaching, learning and assessment observation profile at or above college average

• Increase learner satisfaction rates to 96% • Deliver a contribution to central of 10%

3. Develop delivery models that exceed employer and learner expectations, are efficient, cost effective and support growth, achievement and secure repeat business 4. Ensure seamlessly integrated systems and processes that support apprenticeship delivery and management, and promote quality and growth 5. Support the Reaseheath Apprenticeship Group, delivery partners and employers in moving from good to outstanding by continuing to drive success rates and quality of teaching, learning and assessment through robust quality assurance and improvement processes tailored to Apprenticeships

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Strategic Development Plan 2017-18 Objective: 3

English and Maths: Create a positive culture of English and maths skills development across college to enable students to achieve their career progression goals.

Key areas to take forward: 1. Development of cross-college literacy and numeracy curriculum scheme mapped to specifications 2. Learning support joined up planning with E&M team and MIS 3. Subject manager role of E&M staff for curriculum areas and English and maths coach 4. Start date for E&M delivery to be reviewed as part of enrolment working group and examine the student level setting approach including diagnostics

What success looks like: • 85% GCSE QAR and 60% Functional Skills QAR • 85% of learners make 1 grade or 1 level progress • At least national average A-C GCSE • All learners develop numeracy and literacy skills • To create a culture of English and maths and reframe learner perceptions of the subject • To have learner progress and attainment tracked by all staff in an agile and dynamic way • To improve English and maths staff satisfaction rates and deliver a subject manager model

5. KPI tracking and monitoring improvements

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Strategic Development Plan 2017-18 Objective 4

Higher Education: In partnership with employers, develop a skills based, teaching-led, research informed, higher education provision that ensures our graduates will be employable, enterprising and entrepreneurial, making a positive contribution to the region’s productivity and growth.

Key areas to take forward: 1. Develop the Higher Education Curriculum to include Higher and Degree Level Apprenticeships

What success looks like: • Learner retention and continuation rates increase to 88% and 78% respectively • DLHE graduate employability rates increased by 5% • NSS learner feedback increased to 85% satisfaction rate • TEF Metrics improved- college moves towards and achieves Silver

2. Continue to improve staff performance and delivery, while considering staff wellbeing through investing in their development and reviewing work loads 3. Develop graduate employability skills in partnership with industry 4. Create an outstanding student experience recognised through increased NSS scores 5. Further develop Research and Knowledge Transfer in order to act as a catalyst to adopting innovative pedagogy

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Strategic Development Plan 2017-18 Objective 5

Quality – Teaching, Learning, Support and Assessment: Maximise opportunities for our learners and staff to achieve their full potential by providing excellent learning, assessment, care and support

What success looks like:

Key areas to take forward:

• Value added for General Vocational Qualifications and Tech Level Qualifications in line or above the National Averages (according to DFE Performance Measures)

1. Increase achievement on all elements of programmes through a curriculum offer that meets the needs of learners, employers and government strategy 2. Redefine our model of support in order to develop independent and resilient learners who can meet the demands of the changing curriculum 3. Develop our assessment and tracking methodologies in order to enhance Assessment for Learning and learner progress 4. Develop the Reaseheath Team to ensure it can meet the needs and demands of an evolving curriculum

• Increase FE performance in QAR and 16-18 ‘Performance Measures’ data including QAR >81%

• Strong student satisfaction i.e. above national averages FE Choices (8.5) and >95% overall internal satisfaction • Stronger recruitment and progression of students, increased positive progression whilst reduced withdrawal in year.

Progression rate >95% positive destinations and Retention rate 93% (16-18 QAR) 85% (19+ QAR) • Successful adaptation to new qualifications standards in FE and increasing achievement data to >81% achievement

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Strategic Development Plan 2016-17 Objective 6

People and Culture: Drive a positive staff culture which empowers all staff to deliver an outstanding customer experience by enhancing staff wellbeing and improving the interaction between academic delivery, college systems and processes and the learner journey.

4. Ensure performance targets are focused, clear and achievable within the timescales set in order to deliver exceptional performance

Key areas to take forward:

6. Identify ways in which the college can improve its use of technology to support staff and communicate with its learners in the most effective way

1. Introduce an approach which reviews cross college working practices, strips out surplus tasks and creates capacity to focus on effective customer interaction and value adding activities 2. Promote staff wellbeing and introduce initiatives across the college to improve work-life balance 3. Develop a skills matrix for the college which identifies and prioritises the specific skills and knowledge required for each role within the college. Prioritise the required training in key areas to ensure staff are gaining the skills needed to deliver their role effectively

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5. Establish focus groups with our customers to understand their expectations and differentiate the Reaseheath Experience to maximise our USPs and generate demand

What success looks like: • Improved student satisfaction measured through a variety of matrix • Maintain a high level of staff engagement/ satisfaction at 83%, measured through the staff survey • Increase staff engagement in resilience and wellbeing initiatives to 90% of the workforce • Increase employee performance through the introduction of streamlined, smarter processes

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Strategic Development Plan 2016-17 Financial Key Performance Indicators Governors have set financial objectives that ensure the College is able to effectively fund the delivery of its six annual objectives. In addition to meeting the financial objectives it allows the continued investment in specialist recourses necessary to deliver the range of curriculum up to level 6 and beyond.

1. Maintain a minimum of good in respect of the funding bodies Financial Health 2. M eet the bank covenants (this ensures the following financial objectives are monitored) 3. College surplus to be a min. of 1-3% 4. Current ratio to be a min. of 1.25:1 5. Maintain min. 25 cash days (to include any debt available for immediate drawdown) 6. Deliver a min. cash inflow of ÂŁ2M

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Strategic Development Plan 2016-17

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Supporting Industry and Our Sectors This section sets the context for everything we do at Reaseheath College. Our Strategic Development Plan takes its shape from the national drivers from Government, including the Post 16 education and training institutions area reviews, Cheshire and Warrington Devolution Proposal, and the local drivers from the communities we serve.

There is also a third dimension which is a key determinant of our direction of travel for the Reaseheath Strategic Development Plan, and that is the sub regional economy of Cheshire and Warrington driven by the LEP Strategic and Economic Plan “Cheshire and Warrington Matters”, and the LEP Skills Conclusion.

With a population approaching 900,000, Cheshire and Warrington is extremely diverse. It boasts the ninth largest economy in the UK delivering some £20 billion GVA, with 438,000 work based employees and a further target of £50 billion GVA by 2040.

The Cheshire and Warrington Devolution Proposal includes creating 112,000 new jobs and 139,000 new homes. This will increase the current workforce by 25%.

Adult unemployment is below the national average. Whilst the figures for joblessness amongst the young might be relatively low compared to the rest of the UK, they present a major challenge both for the Local Enterprise Partnership and for Reaseheath, and we will engage with the agenda using our varied resources to stimulate and inspire.

The demographics of Cheshire and Warrington largely mirror the national pattern in that the size of nearly all age groups under 45 are predicted to fall, whereas the population of over 65s are projected to rise in the period 2005 - 2021 by 38%; both of these have been taken fully into account in the formulation of the College’s Strategic Development Plan.

The College’s curriculum offer includes full and part-time, as well as specialist short

course provision, aimed at re-skilling and upskilling as well as providing opportunities for ‘career changers’.

The falling demographics for young people means increased competition among providers to attract students post 16.

It will also require the development of new programmes of learning that attract and inspire young people and prepare them for employment in areas where there are employment opportunities and skills gaps.

These new programmes must meet the needs of employers and also successfully progress young people into employment or Higher Education.

Our plan also recognises the increased focus on Apprenticeships, including higher level/ degree apprenticeships, Trailblazers and parttime Higher Education.

The ageing population, and in particular the ageing workforce, presents a very different challenge. A replacement demand of 230,000 jobs by 2025. Across the land-based and related industries we serve, the age profile is heavily skewed at the upper end of the age range. As an example, the Food and Drink Federation (FDF) predicts that at least 137,000 new recruits will be needed in the industry over the coming decade in order to replace those skills lost to retirement.

Cheshire and Warrington benefits from having its own LEP co-terminus with the sub national economy. The LEP has refreshed its Strategic Economic Plan 2014-2017 which sets the scene for its operations over the next three years.

The LEP Board is committed to maintaining competitive advantage and ensuring they create the best possible environment for business investment and growth to deliver a GVA per head of population of 115% of the UK average.

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Supporting Industry and Our Sectors

Six priorities have been set within the LEP Strategic Economic Plan “Cheshire and Warrington Matters”. Reaseheath will engage and contribute to their successful delivery through: Specialised and differentiated sectorally, and delivering a manufacturing renaissance, exploiting the key science and technology strengths that will enable us to access new and high value markets, and modernise and exploit new/emerging economic activities, as well as driving forward the renaissance of manufacturing - increasingly advanced, content-rich and competitive internationally in terms of productivity.

Attracting and retaining talent ensuring that we provide the housing offer, employment opportunities, and quality of life that will keep talented and economically active people and families in Cheshire and Warrington.

Equipped for market and technology change, ensuring we are equipped to operate in the increasingly complex world of markets and technologies, and that our businesses, investors, and decision makers allow, and plan, for these challenges.

Maximising our growth assets - property and place, as a polycentric economy, we must make the most of our existing urban centres, significant endowment of sites, premises and development opportunities, including through the development of a fit-for-purpose transport and infrastructure platform.

Restoring our worker productivity premium, moving progressively to a position where all of our main sectors generate productivity in line with, or above, the UK average, and where our workers and businesses compete effectively on content and quality in the global economy.

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Internationally connected and engaged to ensure Cheshire and Warrington has access to all those factors, such as sources of R&D, innovation, business expertise, knowledge networks, and specialist labour which will allow the economy to develop its long-term growth potential.

These are delivered through four strategic intervention priorities: 1. The Atlantic Gateway 2. Cheshire Science Corridor 3. Constellation Partnership 4. Energy Cluster

Reaseheath plans to play its part in helping the LEP deliver its vision through: • Continuing to support the growth of Cheshire and Warrington businesses through our Further and Higher Education offer, including apprenticeships and by developing and delivering programmes that meet employer’s needs • Increase investment in specialist facilities and resources, including staff, in order to meet the demand for skilled technicians and engineers needed in the local economy (Crewe, High Growth City), and also in AgriTech in support of Agriculture and Food Production which has been recognised by Government as one of the 8 great industry sectors in the UK, and is included in the LEP strategic investment plan • Actively support employers to take on Apprentices and in helping to reduce the number of NEETs (young people Not in Education, Employment or Training) locally through the delivery of Traineeships and other targeted programmes, and engaging with the European Structural and Investment Fund

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Supporting Industry and Our Sectors

• Working in partnership with the LEP, to raise awareness and respond to issues affecting the economy which may impede either business growth/the development of skills or both • The development of The National Centre for Horticulture, the Environment and Sustainable Technologies, and also our Advanced Engineering Centre, both of which have full industry support and involvement, with capital support from BEIS and the LEP. These investments will support skills demands needed for Crewe High Growth City, the Cheshire and Warrington Devolution Proposal, and the Constellation Partnership which are leading on the HS2 developments, as well as the Cheshire Science Corridor where Reaseheath plays a major part in Food Technology, Manufacturing and Innovation

As a specialist land-based College, Reaseheath also plays to a national and international agenda.

We will continue to keep our offer under review in order to ensure that Reaseheath, as always, is delivering what students and employers want both for now and for the future. We will ensure this is aligned to the LEP strategic economic plan.

• Working with the Cheshire and Warrington Employer Skills Board and Cheshire East Council’s Skills and Growth company to support the achievement of all targets, including those set for 2020, and to develop the ‘Reaseheath’ offer to promote the excellence of Cheshire and support the agriculture, food, engineering and manufacturing sectors across the UK and overseas • Working in partnership with the LEP and government departments to support the Industrial Strategy which recognises the importance of skills, specialist technical further and higher education, and the shortage of skilled people within industries.

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Supporting Industry and Our Sectors Further Education The year 2017 has seen some of the biggest policy changes to impact the FE landscape since the incorporation of colleges in 1992.

Vocational education has been in the spotlight through the implementation of the Apprenticeship Levy and, following Lord Sainsbury’s review of technical education, the newly formed Technical and Further Education Act (2017).

The Apprenticeship Levy came into effect in April 2017 and charges employers with a wage bill over £3 million at a rate of 0.5% of pay bill to fund apprenticeship training. The funding for non-levy paying employers has also been adjusted and employers will contribute 10% of the cost of training with government contributing 90% (up to the top of the funding band). Subjects identified as STEM have been allocated higher funding band rates and landbased subjects are significantly lower.

The Technical and Further Education Act (2017) is aimed at supporting Government’s drive for world-class technical education and sets the direction of travel for a demand led skills agenda. The implementation of the Post-16 Skills Plan recommendations and new 15 occupational pathways with technical qualifications in each pathway, now referred to as “T-levels”, are significant changes that the Act will enshrine in law. In addition, FE providers now have the right to go into schools to promote vocational courses and Ofsted have a duty to report on careers advice and guidance.

The focus at Reaseheath, including DART Training, is on: • Apprenticeships (16-18, 18-24, Advanced/ Higher/Degree levels and priority sectors)

• Increasing employer ownership and engagement remain crucial • Supporting industry with the successful implementation of the Apprenticeship Levey • The College recognises that improving access and driving up demand from individuals and employers is vital; particularly to support growth for 16-24’s at Advanced, Higher and Degree levels and in priority sectors. This must be underpinned by improved information and communication about Apprenticeships, particularly to schools, individuals and parents, and through successful operation of Apprenticeship Vacancies.

Specific new developments include: • Introduction of Trailblazer Apprenticeship standards in Butchery, Land-based Technology and Construction Plant • Supporting the successful implementation of Advanced Learning Loans for those aged 19+ • Supporting the continued development and implementation of Traineeships • 3 core elements of Work Preparation; High Quality Work Placement: English and Maths • Our Technical Baccalaureate courses to offer vocational learners a new way of learning including a level 3 mathematics qualification • New courses to support the need for laboratory technicians • New canine courses up to degree level to meet demand • New Horticulture degrees to support the skills needs of industry

• Skills support for the low skilled (entitlements) • Supporting the unemployed to acquire skills for employment and progression • Driving up quality and standards; identifying and tackling poor quality provision

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Supporting Industry and Our Sectors Students under 19 are the responsibility of the Education Skills Funding Agency, part of the Department for Education. It too has been busy contributing to the development of the strategy to maximise the participation of 1624 year olds in Education, Training and Work through joint working across Government.

This joint working culminated in the document “Building Engagement, Building Futures”.

The government’s objectives for Education are: 1. Safety and wellbeing: all children and young people are protected from harm and vulnerable children are supported to succeed with opportunities as good as those for any other child 2. Educational excellence everywhere: every child and young person can access highquality provision, achieving to the best of his or her ability regardless of location, prior attainment and background 3. Prepared for adult life: all 19-year-olds complete school or college with the skills and character to contribute to the UK’s society and economy and are able to access high-quality work or study options (DfE Single Department Plan 2015-2020)

The Reaseheath College Strategic Aims and Strategic Objectives reflect the totality of the government drivers and demonstrate Reaseheath’s commitment to educational excellence and making a difference to all.

The introduction of Programmes of Learning for 16-18 Further Education Programmes has enabled Reaseheath to further ensure its programmes develop inspired, competent, employable, lifelong learners. We will ensure young people are gaining skills which will lead to progression into jobs or further learning. In particular we will ensure that those who have not secured a good pass in English or Maths at GCSE continue to study these subjects at GCSE level where appropriate.

The Government has set out its plan to redefine Apprenticeships to build on their success and make them among the best in the world. It will also raise standards, overhaul qualifications, assessment and delivery, and place Apprenticeships firmly in the hands of employers. Employers from car manufacturers to accountancy are directly designing the Apprenticeships that suit their business • working with training providers to give Apprentices the skills they need to do the job, in the office or on the factory floor.

The Government’s plans include: • Employers putting recognised and meaningful industry standards at the heart of every Apprenticeship. This will help employers who say Apprenticeships are not sufficiently tailored to their needs, or relevant to their sector, acting as the biggest barrier to hiring an apprentice

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Supporting Industry and Our Sectors • Every Apprenticeship should be targeted at a skilled job, involving substantial new learning that will provide the foundations for a career and a springboard for progression.

• Training and accreditation of existing workers who are already fully competent in their jobs should be delivered separately • Apprenticeships should be focused on the outcome; clearly setting out what Apprentices should know and be able to do at the end of their Apprenticeship

We will remain totally committed to shaping our offer in order to maximise the contribution Reaseheath can make to the realisation of local and national strategic objectives for Learning and Skills, NEETs and the unemployed and contribute to the delivery of the LEP Skills and Employment Strategy.

• Apprenticeships will move to a final holistic independent test which has the full confidence of employers • All Apprentices will work towards a Level 2 qualification either through GCSEs or functional skills in English and Maths, if they have not already got this • Funding changes for Apprenticeships are being introduced with these involving the employer

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Supporting Industry and Our Sectors Higher Education With the raising of tuition fees and the removal of the cap on student numbers the market-place for HE has grown but it has also become very competitive. Students and their parents have also become adept at considering which HE programme and provider offers the best opportunity for a successful career.

The college federated with the University of Chester in September 2016 and now has University centre status. Working in closer partnership with the university, it is anticipated that there will be increased opportunity for collaborative working.

The partnership will secure progression routes for young people in the region from level 1-level 7.

The government believed these changes and the addition of the Teaching Excellence Framework would create greater choice, dynamism and competition in the HE sector.

Allowing prospective students to compare institutions and programmes, enables them to make informed decisions regarding the investment they are making.

For Reaseheath these changes have presented new challenges: increased reporting and government returns and increased competition for students in a time when the local demographic is showing a declining profile until 2019 Reaseheath is a specialist land based provider; the HE curriculum has stayed true to this mission, ensuring a unique offer, delivering Science Technology Engineering Maths (STEM) based higher-level skills and vocational training. The quality of the HE experience and strong progression rates into employment, coupled with strong starting salaries has ensured continued growth in our Higher Education offer, despite the challenges described.

The college continues to focus on delivering undergraduate and higherlevel skills programmes that meet the needs of employers and ensure graduate employability. The HE curriculum is mapped to the identified skills needs of the region and Local Enterprise Partnership priorities. All HE programmes are developed in partnership with employers. To meet employer needs and government policy, the college intends to broaden its provision with the expansion of higher level and degree apprenticeships.

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Supporting Industry and Our Sectors

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Supporting Industry and Our Sectors The Strategic Plan for Higher Education includes the development of a discreet HE Faculty and further significant investment in HE resources. This will ensure continued delivery of high quality Higher Education at Reaseheath and provide the opportunity to increase recruitment from overseas. The ÂŁ30M campus master plan, which is already underway, includes expansion to our HE facilities to meet the continuing increased demand for our HE courses and for continuing professional development for businesses.

Higher Education at Reaseheath will be kept as affordable as possible to the many students who want to take advantage of the superb opportunities for undergraduate study at the College.

Specifically, we shall develop the Alumni Office which will maintain engagement with past

students and support fund-raising to assist our widening participation strategy.

A raft of new Higher Education programmes have been developed in partnership with industry to ensure they deliver the skills and knowledge needed by employers, and therefore give our graduates a head start in the jobs market.

Through our HE strategy and faculty we will develop and deliver high quality, accessible, flexible higher education and higher level skills programmes that fully meet the needs of our students and industries we serve.

Reaseheath was commended by the UK Quality Assurance Agency (QAA) in its recent quality audit, and has received an outstanding report which is one of the best in the sector.

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External Influences: National, Regional and Local

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External Influences: National, Regional and Local The Local Enterprise Partnership for Cheshire and Warrington The Cheshire and Warrington LEP has already singled out the College as being a key driver for activity in the sub-region. The LEP area has been successful in attracting ÂŁ135M from the Regional Growth Fund to stimulate job creation. Reaseheath works closely with the LEP through the Principal, Meredydd David, being a LEP Board Member leading on Skills and Employment as well as the Rural Strategy.

Both the LEP and Reaseheath share the aspiration to play an active role in reducing youth unemployment. Reaseheath already manages a vibrant Apprenticeship programme.

and Cheshire West and Chester in ensuring rural strategies and European investment are well thought through and provide value for money through leading the LEP Rural Strategy Board.

The four intervention priorities identified by the LEP are Atlantic Gateway; Cheshire Science Corridor; Constellation Partnership and the Energy Cluster. Underpinning priorities include Agri-Tech and Food and Manufacturing and the Environment.

We will ensure our strategies and operational plans are fully aligned to the strategic aims of the Cheshire and Warrington Local Enterprise Partnership and remain committed to assisting the LEP in its bid to grow GVA through working with other partners such as JobCentre Plus and the three local authorities.

The College also works closely with both the LEP and Marketing Cheshire in promoting Cheshire and Warrington as a great place to live and do business.

Reaseheath is viewed as the leading partner for Agri-tech and Food with Cheshire East

As well as supporting 3 million Apprenticeship started by 2020.

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External Influences: National, Regional and Local The Local Authorities

Reaseheath and Cheshire East worked in partnership to develop a ÂŁ1.5million Centre for Students with Learning Difficulties which has been used by students from October 2016.

The College is viewed as the lead in all things Rural for the LEP sub-region and funds and facilitates the LEP Rural Strategy Board chaired by the Principal. In support of the Agri-Tech West Strategies, Reaseheath also collaborates with the Stoke-on-Trent and Staffordshire LEP and the Marches LEP

We will continue our dialogue with Local Authorities around how best to work together to deliver an outstanding vocational education experience which brings together the important elements of the Core Curriculum together with practical hands-on learning and experience of work for 14-16 year olds. We will continue to lobby and support for the interest of rural communities in Cheshire and remain committed to raising the expectations of our local communities around Nantwich.

Whilst the College falls within Cheshire East, it has strong links with both Cheshire West and Chester and Warrington.

Since Local Government reorganisation, the College has worked closely with Cheshire East in particular on the 14-19 Education Agenda.

Currently, some 300 14-16 year old pupils from 34 schools across Cheshire attend the College one day a week on a range of programmes.

The College is also represented on the 14-19 Strategic Partnership Group for Cheshire West and Chester.

The College will continue to work in close partnership with our two Local Authorities to deliver an exceptional vocational education for young people aged 14-16.This includes working with Cheshire East’s Skills and Growth Company on a range of projects.

Reaseheath is committed to working collaboratively with schools and industry partners to create an alternative offer post-14 which will better prepare young people for the world of work.

Outside of the Education sphere, the College works in partnership with both Local Authorities on the rural agenda, and in Nantwich, Reaseheath is represented on the Management Group of the Local Area Partnership (LAP) and on their Business and Tourism Group on the Cheshire West Rural Regeneration Board and on the LEP.

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External Influences: National, Regional and Local Land-based Industries

Fig 1. Where % of workers are located in England

This section highlights important Labour Market Information (LMI) from the specialist industries and sectors we serve. This information is a critical aspect of strategy development. We have focused on the following College specialisms: • Land-based and Environment • Land Management and Environment • Animal Health and Welfare • Environmental Industries • Food and Drink • Engineering • Leisure and Tourism The Rural economy contributions deliver 28% of national GVA; made up of mainly micro and small non-traditional entrepreneurial businesses, they contributed over £210 billion to the UK economy in the UK in 2013. In 2015, GVA from rural areas contributed 16.5% of England’s GVA, worth £237billion.

The environmental and land-based industry, including environmental and land-based jobs in other sectors, employs over 1.3 million people in more than 230,000 businesses across the UK. A total of 3.8 million people are employed in the agriculture and fishing supply chains. The Agri-food sector contributes £103 billion to the economy; 6.9% of national GVA, this accounts for 3.8m jobs, over 12% of the British workforce.

Equine and related industries has an economic value of £4.3 billion, up from £3.8 billion in 2014, which makes it a significant contributor in economic terms to the UK.

North West - 12%

Rest of England - 88%

to offer progression routes and CPD for those in industry, as well as Level 4 skills programmes.

We will at all times ensure that our core programmes, together with additional skills qualifications, provide our students with the mix of vocational and employability skills which will guarantee their future employment in the industry in line with the new programmes of learning.

All departments within Reaseheath College Agriculture, Animal Management, Countryside, Equine, Land Based Engineering, Horticulture and Floristry. support the environmental and land-based industries.

Fig 2. Land-based businesses in England: Highlighting the North West

We will commit to supporting the land based industries as they plan their resource requirements by ensuring that the programmes we offer will deliver the skills they need for the future.

Both the knowledge and technology transfer activity we undertake in the Reaseheath Agricultural Development Academy (RADA), will continue to deliver a comprehensive range of qualifications from Level 1 to Honours Degree,

England - %90 - 207,000 North West - 10% - 23,000

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External Influences: National, Regional and Local Like many others, this industry needs to change in reaction to a number of key drivers: • Economic conditions - impact of recession, changing consumer demand, urban/rural regeneration, and sustainability/globalisation of markets • Greater need for professional and technical skills Fig 3. Employment Projections in England: Highlighting the North West

Skills gaps continue to exist in: • Technical skills (e.g. animal handling and care; disease identification and control; implementation of new technology including genetic engineering) • Critical Thinking skills • Leadership/management skills (e.g. succession planning; entrepreneurial skills) • Essential skills (i.e. literacy, numeracy and communication) It is estimated that the land-based and environmental sector as a whole will require 148,000 more people by 2020 as the industry grows, and 447,000 to replace those leaving the sector through retirement. (Lantra 2014).

England - 89% - 131,720

North West - 11% - 16,280

• Labour Supply - skilled new entrants, succession planning, ageing workforce, career progression and influencing migration policy changing consumer demand, urban/rural regeneration, and sustainability/globalisation of markets

In the land-based and environmental sector 54% of staff are 45 years old or over, with the average age of farmers in Britain being 58. It is estimated that the agriculture industry will require an additional 60,000 new entrants over the next 10 years to replace those retiring, and that each year 1,000 of those entrants will be required to enter salaried management roles within farming.

• Climate Change - reduction in greenhouse gas emissions, adaption to longer term climate change and influencing migration policy • Energy and Fuel Security - cost of fuel and energy, use of waste as a resource -e.g. anaerobic digestion, and sector as a supplier of bio-fuel/biomass • Food Safety and Security - Government Food 2030 strategy - security and continuity of supply, food information for consumers and trend, quality and traceability, markets and supply chains and new land management approaches. Britain is now only 60% self-sufficient in food production • Animal Health and Welfare - higher standards and animal transportation legislation • Health and Safety - legislation and safer working environments

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External Influences: National, Regional and Local

Fig 4. LANTRA Sector Requirement Predictions by 2020

Qualified to Level 3 Qualified to Level 2 = 54,000 = 58,000

Productivity will need to increase to meet the demands of the future, whilst simultaneously needing to reduce its environmental impact. This will require new investments in technologies, knowledge and skills to improve the future of sustainability of agriculture land use.

Qualified to Level 4 and above = 44,000

Qualified to Level 5 = 11,000

Fig 5. Land Area Usage in the UK

Land-based Regional Policy Context - The Local Enterprise Partnerships have a significant role in developing localised economic policy, including that relation to skills during the life of this strategic plan.

The GVA produced by UK agriculture in 2015 was worth an estimated £8.46 billion. This production accounted for around 0.5% of the overall value of the UK economy in 2015. The overall value of gross UK agricultural production in 2015 is estimated to be worth around £23.85 billion; a reduction from the gross output of £25.93 billion produced in 2014.

Agriculture - 80%

Other - 20%

The total size of the UK’s agricultural workforce in 2015 was approximately 476,000. In rural areas agriculture plays a much bigger role in providing employment, both directly (on farms) and indirectly (through supply chains).

The value of intermediate consumption fell by 4.2%, due to the lower prices and to some degree a fall in volumes used, leading to a 14% (£1,393 million) fall in gross value added at basic price to £8,495 million. The pound further strengthened against the euro in 2015 and subsequently reduced the value of direct payments to farmers.

The growing of food by farmers generates in turn demand for goods and services produced or supplied by other UK businesses and industries.

The total value of this stimulus to the wider economy is worth around £15.3 billion during 2015.

It is estimated that the net value of Basic Payments (formerly Single Farm Payments) were 7.5% lower in 2015 than 2014. Direct payments are set in Euro and converted to sterling each year using the exchange rate for the month of September set by the European Central Bank.

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External Influences: National, Regional and Local

Compared to 2011, a comparable year which was not adversely affected by the weather, outputs in 2015 were £1,197 million lower. This was driven by significantly lower farm gate prices which failed to offset higher volumes of production. The cost of intermediate consumption between the two years fell by £519 million with the increase in volumes used offset by lower prices. Gross value added at basic price was £678 million lower in 2015 compared to 2011.

Farming is a crucial element of the wider agrifood industry in the UK. The UK agri-food sector was estimated to be worth £108 billion to the UK economy in 2014, with a 3.76 million workforce accounting for 13% of all workforce employment in the UK. In the North West, the Atlantic Gateway project will provide agri-food and drink SMEs with the opportunity to exploit Liverpool logistics linkages; centres of International Trade; and nationally and internationally import sectors and firms.

The AgriSkills Forum calls for a ‘fit for purpose education system’ and stressed the need for: ‘an integrated approach to credit and qualification frameworks across all levels of training and education. The learning, skills and qualifications system should support entry, progression and lifelong learning in the sector.

They need to provide pathways across the 14-19 curriculum work-based learning and further and higher education and training.’

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External Influences: National, Regional and Local

Agri-Tech Strategy Agri-Food industry is one of the ‘8 Great Technologies’ and the Government has an agritech strategy and investment plan.

Agri-tech makes an estimated £96 billion (7%) contribution to the UK GVA and employs 3.8 million people.

Agri-tech underpins our food and drink manufacturing sector, which is the UK’s largest manufacturing sector, worth £26 billion. The entire agri-food supply chain is worth £100 billion. The Agri-Tech Strategy defines this new industrial sector for the first time.

Rebuilding the connection between basic research and applied science to create modern systems that allow our own farmers to access agri-tech expertise and use innovative techniques.

The Government spent £450 million in 2011/12 on agri-food research and development (R&D). The Government has secured a further £160 million to accelerate innovation by UK food and farming businesses and to drive UK growth through the emerging global markets.

The strategy also sets out actions to ensure we have people with the right skills to develop ideas from the laboratory to the farm. Reaseheath College intends to support the delivery of this strategy.

Food Security The Government Chief Scientist’s Foresight report was the culmination of over two year’s work, involving over 400 experts and stakeholders from around 35 different countries - a truly international report. It was published in 2011.

The Foresight report identifies the most important challenges and choices for policy makers to balance the competing pressure and demands on the global food system. These include:-

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• Balancing future demand and supply sustainability - to ensure that food supplies are affordable • Ensuring that there is adequate stability in food supplies - and protecting the most vulnerable from the volatility that does occur • Achieving global access to food and ending hunger • Managing the contribution of the food system to mitigation of climate change • Maintaining biodiversity and ecosystem services while feeding the world In the long-term, food security depends on tackling the environmental impacts on production.

We will then continue to work closely with the National Skills Academy (NSA) through our £7m Food Centre of Excellence which supports the UK and European dairy industry in the area of training and product development and trialling. In addition, we will actively promote our facilities including those designed specifically for the meat and bakery sectors to support the increasing demand for trained employees in the sector.

Food and Drink The food and drink industry is the biggest manufacturing sector in the country larger than automotive and aerospace combined.

The food and drink manufacturing industry has a turnover of over £7.6 billion per year with a GVA of £28.2 billion accounting for 16% of the total UK GVA. The sector directly employs a workforce of over 400,000.

However, the food and drink supply chain employs almost 4 million people and generates £100 billion of value for the economy per year.

The UK is of the world’s top 12 food and drink exporters; in 2016 food, feed and drink exports reached a value of £20 billion.

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96% of the food and drink businesses are small and medium sized enterprises. In 2013 the food sector (excluding beverages) SMEs accounted for 30% of employment and 26% of turnover.

In 2013 more than a third of the SMEs were manufacturers of bakery products. Beverages (including soft drinks and mineral water), is the largest manufacturing group with a Gross Value Added (GVA) of £6.3 billion in 2013; contributing 30% to the total food and drink manufacturing GVA. Consumer expenditure on food, drink and catering has continued to rise despite the economic downturn. There was a rise of 4.0% in 2013 to £196 billion.

Sales in “ethical” food and drink, including organic, fair-trade, free range and freedom foods rose to £7.7 billion in 2019, 8.5% of all household food sales.

The total value of food and drink exports fell slightly in 2014 to £18.8 billion. The trade deficit in food, feed and drink reduced slightly in 2014 to £20.8 billion.

The value of imports is greater than the value of exports in each of the broad categories of food, feed and drink except ‘Beverages’ which had a trade surplus of £1.27bn in 2014.

The Food and Drink Federation has set an export ambition to grow exports of branded food and non-alcoholic drink by a third reaching £6 billion by 2020.

The industry is a key partner for British farmers: buying two thirds of all the UK’s agricultural produce. All this economic activity is carried out by almost 7,000 food and drink enterprises many of which are small companies employing less than 10 people.

Fig 7. Highlighting the Potential for Upskilling: Employee Qualification Levels in the Food and Drink Sector Level 2 or lower - 50% Level 3 and above - 33% No qualifications - 17%

with Department for Business, Innovation and Skills (BIS) and the Department for the Environment, Food and Rural Affairs (DEFRA), has launched a vision to achieve 20% growth by 2020. In order to achieve this growth it is estimated that the industry will need over 140,000 new recruits to help it meet growing demand and skills shortages in areas such as food science and engineering. It is estimated that more than 45,000 of these roles will be in managerial positions and other professional occupations (33%). The food and drink workforce, currently includes 117,000 EU workers, which may be impacted on following Brexit.

The FDM is worth over £9.5 billion to the North West Economy. The agricultural, food and drink industry provides 12% of the region’s income and employs 103,000 people, which accounts for 3.5% of regional employment and 3% of the UK’s employment.

It is estimated that in the North West 18,000 new recruits will be needed.

The industry has increased the productivity of its labour force over the last 10 years by 14% leaving food and drink workers in the UK nearly 50% more productive that the EU average.

The Food and Drink Federation, in collaboration

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External Influences: National, Regional and Local

Fig 8. Projected Mechanical and Metals Engineering Employment in the North West

Engineering employment is geographically concentrated around Fylde, Knowsley, Crewe, Nantwich, Stockport, Oldham and Preston.

70000 60000 50000

An ageing workforce and low recruitment of young people are issues for the Engineering industry in the North West, which will mean more people are required to meet replacement demand in future years.

40000 30000 20000 10000 0

North West employs 143,300 employees in 7,620 establishments.

2010

2016

The industry recruits at all levels, from school leavers with few or no qualifications through to highly qualified postgraduates 38% of those working in food manufacturing are qualified to A-Level or above, 20% to degree level.

Fig 9. Age Profile of Engineering Sector in the North West

Employers report clear skills issues at management and supervisory levels especially in operational people management and softer skills such as leadership, motivation and confidence building.

The food and drink federation has pledged to triple apprenticeships within the food and drink industry by 2020.

Aged 16-24 - 10% Aged 45-64 - 42% Other age groups - 48%

[source: Sustainable Growth in the Food and Drink Manufacturing Industry - Food and Drink Federation]

We will enhance our current offer through developing new and existing courses and responses to industry demand; supporting the creation of a new high speed rail link and delivering high quality training for food engineers.

We will work with employers to provide their current and future workforce with the right skills they need.

Advanced Engineering The North West accounts for 11% of UK Engineering employment and 11% of all Engineering establishments. The industry in the

The sector has technical skills gaps in computer numerical contract (CNC) machine operations, tool setting and welding, with a net staffing requirement by 2014 of 8,000 at Level 1, 10,000 at Level 2, 11,000 at Level 3, 12,000 at Level 4 and around 3,000 at Level 5 and above.

Around 9% of the workforce (17,000) currently have no qualifications, rising to 16% in the automotive sub-sector. The North West Skills Priorities Statement 2011/12 highlighted the fact that historical trends show the take up of engineering provision is not as high as the sector needs and therefore further stimulation is required.

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External Influences: National, Regional and Local

The development of HS2 in Crewe will create regional opportunities which Reaseheath will support, including our possible involvement in the new HS2 College.

Land Based Engineering

Historical trends show the take up of engineering provision is not as high as the sector needs and therefore further stimulation is required.

• The industry is worth £4.5 billion a year in 2015, of which UK based manufacturers contributed £2.5 billion

Current Level 3 and Level 4 delivery in advanced engineering should be maintained in technically specific leadership and management.

Critical roles for the sector include planners, project and programme design, project and programme management, chartered engineers, specialist scientists, site and construction managers and safety specialists.

The main drivers of skills change over the next two years were identified as Rail and associated skills (HS2), construction and civil engineering (CECA). Specifically these involve:

• There are approximately 23,000 people working in the industry in the UK in around 3,350 businesses • The industry employs around 2% of the environmental and land based sector’s total workforce • 80% of businesses employ less than 10 staff, 18 employ between 10-49 staff and only 1.6% employ 50 or more staff • 80% of the workforce is full time

Skills Requirements and Shortages

• The introduction of new technology and equipment

The current and future skills that will become increasingly important include:

• New legislative or regulatory requirements

• Business and management skills (e.g. planning and organising, financial accounting)

• Development of new products and services • Increased competitive pressures • Introduction of new working practices

• Technical/job specific skills • Essential skills (e.g. literacy, numeracy, communication and customer relations) • Specialist technical skills are the most required by employers

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External Influences: National, Regional and Local

Leisure and Tourism We will continue to diversify our sports and leisure offer to encompass not only adventure sports and golf but also sports science, public services, rugby and other sporting areas.

In addition, we will promote the use of our facilities on the Reaseheath campus, including high ropes and low ropes courses, which are ideally suited for team and personal development.

Reaseheath College offers a number of qualifications in Adventure Sports, Sports Studies and Public Services. The North West has the strongest regional concentration with 19% of learners (39,700), and it accounts for 18% of all funding in this sector in England in Further Education (FE) studying sport and active leisure related courses.

Key features of the new strategy are: • Dedicated funding to get children and young people active from the age of five, including a new fund for family based activities and offering training to at least two teachers in every secondary school in England to help them better meet the needs of all children, irrespective of their level of sporting ability • Working with the sport sector to put customers at the heart of everything they do, and using the principles of behaviour change to inform their work • Piloting new ways of working locally by investing in up to 10 places in England – a mix of urban and rural areas • Investing up to £30m in a new volunteering strategy, enabling more people to get the benefits of volunteering and attracting a new, more diverse range of volunteers

More than a half a million extra people are playing sport regularly since 2010, and there have been gains in traditionally under-represented groups such as women, disabled people and people from black and minority ethnic (BME) backgrounds.

The contribution of sport to the economy has grown to £39 billion annually.

The Government published, in December 2015, its Sporting Future Strategy. In this strategy they will be redefining what success looks like in sport by concentrating on five key outcomes: physical wellbeing, mental wellbeing, individual development, social and community development and economic development. From this they will be expanding Sport England’s remit.

Sport England has created a five year £250million strategy – Towards and Active Nation – which will help deliver against the five health, social and economic outcomes.

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External Influences: National, Regional and Local

• Helping sport keep pace with the digital expectations of customers – making it as easy to book a badminton court as a hotel room • Working closely with governing bodies of sport and others who support people who already play regularly, to help them become more efficient, sustainable and diversify their sources of funding.

• The sector as a whole had an estimated UK gross value added (GVA) output of £20.3 billion in 2010. per annum it is estimate that the economic value of sport in terms of health generates an additional £11.2 billion. Across England, the industry as a whole employs over 674,000 people in paid employment; this is equal to 2% of the total UK employment.

There is considerable confidence in the growth of the sector - at present a projected 2.5% growth annually. The growth is being driven by a number of factors including the government’s drive to improve the health of the nation and an ageing population with more leisure time.

This confidence in growth of the sector will lead to high levels of investment in skills, training, business support and capital development.

• To redirect and secure new funding for training to meet employment needs • To increase sector investment in its people Courses that are offered through Reaseheath will be relevant to the needs of industry, as well as being timely and as affordable as possible to encourage take up. There must be recognition that there are both common skills needed across all occupations within the sector, but also different types of training needs depending on an organisation’s size, sub-sector, location, business outlook, ownership (voluntary, local authority or private sector) and workforce composition (i.e. volunteers, freelance, seasonal and paid full or part time staff). There are also needs amongst lower and high qualified staff. Reaseheath recognises that our support of the Equine and Food and Drink industries is also key in the development of the Leisure and Tourism sector in the North West.

Through its regional hubs and national centres of excellence, the National Skills Academy for Sport and Active Leisure aspires to capitalise on the input of employers, individuals and providers to become the one-stop shop for the industry’s training needs. Reaseheath College is a National Skills Academy Provider for sports industry apprenticeships.

The sector has developed skills priorities which will help employers to improve the quality and range of their service offer: • To improve recruitment and retention of the workforce • To upskill and professionalise the existing workforce • To match training supply to employer demand

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External Influences: National, Regional and Local

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4 Your Views

Your Views

Question 1

Do you believe our corporate objectives and commitments will ensure that Reaseheath College is able to meet your future needs?

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Question 2 Do you believe that we are interpreting Government strategy appropriately into our strategy?

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Question 3 Does our analysis of regional and local demand and strategies, including the enhanced role of the LEP, highlight what you feel we need to be focussing on?

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Question 4 Do you feel our corporate objectives and commitments are realistic in terms of delivery?

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4 Your Views

Your Views

Question 5

Is it clear, within our aim that we will endeavour to deliver outstanding high quality education and skills?

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Question 6 Do our objectives clearly show we are striving to provide our learners with progression opportunities for Higher Education and employment?

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Question 7 Does our strategy show that we will work with industry to drive innovation and deliver learning and training for the skills you need?

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Question 8 Are our objectives explicit enough in outlining our continued focus on our communities and sectors we serve?

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