Strategic Plan 2024 - 27
About Mission
The Colleges’ Partnership is national training provider, specialising in supporting The British Army and civilian employers in multi-site and flexible apprenticeship delivery.
The company employs a large number of ex-forces employees, enabling contextualised and tailored support for the military. Furthermore, the company has a core education ethos and benefits from strong links with the Further Education sector, underpinned by ownership and Board oversight from Bridgwater & Taunton College and Wiltshire College & University Centre.
The curriculum is developed according to employer requirements and areas of skills need. Programmes fall into the following broad areas:
Soldier training Programmes supporting the British Army.
Technical training Programmes developing key technical competencies in areas of high demand, particularly telecommunications and ICT.
Teacher Training Programmes to support educators.
Leadership & Management From Team Leader to Departmental/Operations Manager.
Functional Skills Programmes to support literacy, numeracy and ICT.
Our mission is to empower people to learn; to develop the skills and knowledge needed to face challenges, unleash potential, and build futures.
Vision
Where we want to be in 3 years:
Diversified
A range of educational products that leverage The Colleges’ Partnership core capabilities – enabling access to new markets and customers (Tri-Services and civilian) – and aligned to future skills need. A separate Ofqual approved legal and governed entity operating in the EPAO sector.
Future proofed
Investing in technology solutions that deliver an efficient and high-quality learning experience, while making it easier for our people to do what they do best; support learning.
Dynamic
A highly trained, responsive, workforce with a culture and systems that drive performance.
This will result in:
Values
MoD apprenticeship subcontractor National apprenticeship direct provider
CONTRACTS >3 >500
Turnover £10m Paperless Ofsted
Grade
1 learners
resources Independent EPAO and robust governance structure
Dare to change
Challenge orthodoxies. Innovate fearlessly.
Results Driven
Solutions focused. Outcome orientated.
Nobody left behind
Individualised support. Continuous Professional Development.
Never give up
We don’t always get it right first time, but we keep going until we do.
Strategic Aims
High Performing
To be an efficient and dynamic provider of education and training, investing in products and services to support continued excellence, sustainable growth, and financial resilience.
Innovative and digitalised
To encourage a creative and resourceful culture, with new technology and digitalisation at the forefront, transforming business processes and enhancing the customer experience.
Growing People and Impact
To employ and develop a high-performing, diverse, and engaged workforce that contribute a positive impact to society.
Striving for Excellence
To provide an outstanding learner journey, led by high-quality training, compliance, and professional excellence, with learners at the heart of everything we do.
High Performing
To be an efficient and dynamic provider of education and training, investing in products and services to support continued excellence, sustainable growth, and financial resilience.
Objectives
1. To create a culture of high-performance culture across the organisation, with no excuses or barriers to achievement.
2. To operate with financial efficiency, deploying our resources to make the greatest impact onour learners.
3. To grow and diversify the business, reducing risk and enhancing opportunity for staff and learners.
4. To prioritise delivery of core MOD contracts, anchored at the heart of our organisation.
5. To continue to invest in our future whilst robustly identifying, mitigating, and monitoring risks that threaten the business.
This will be achieved through:
1. Consistent and transparent performance analysis across the organisation, embedding tools such as Data Dashboard, SafeHR, OneFile and Xero to inform the discussion.
2. Annual financial planning with fully costed delivery plans, re-forecast quarterly to take account of the current business environment.
3. Customer Acquisition and retention Strategy incorporating Sales and Marketing Plan.
4. Effective Delivery Management and a Win Strategy to scan, plan, and position for future tenders.
5. Comprehensive Capital Investment Plan, Cyber Action Plan, and Business Continuity Planning.
Innovative & Digitalised
Objectives
1. To create outstanding learning programmes that optimise learner achievement.
2. To develop a creative culture that celebrates innovation, experimentation, and sharing of best practice.
3. To seek out and deploy business process improvement that drives efficiency and productivity.
4. To encourage ownership of achievement with learner progress clearly visible to all stakeholders.
5. To challenge orthodoxies and embrace new learning technologies that speak to our customers.
To encourage a creative and resourceful culture, with new technology and digitalisation at the forefront, transforming business processes and enhancing the customer experience.
This will be achieved through:
1. A curriculum design process that ensures delivery plans are sequenced to employer training, with clear progress milestones, and supported by outstanding learning materials.
2. A teaching, learning and assessment strategy that drives developmental observations, CPD, and standardisation.
3. A digital first approach to process development using automation where possible. A fully digitalised apprenticeship learner journey; reducing duplication, time, and bureaucracy.
4. A standardised approach to progress tracking and monitoring, utilising e-portfolio and other software solutions.
5. A CPD programme that coaches and develops all staff in new and emerging technologies.
Growing People & Impact
Objectives
To develop a highperforming, diverse, and engaged workforce that contribute a positive impact to society.
1. To attract, recruit, and retain the best people throughout the organisation.
2. To celebrate success. Championing the great work our people do and the positive impact it has.
3. To support and encourage professional development that enhances the learner experience.
4. To enable people from a wide range of backgrounds and abilities to utilise their experience and skills in the organisation.
5. To amplify social value across our workforce, customers, and suppliers.
This will be achieved through:
a) Sector benchmarked and continuously reviewed benefits package. b) An Employee Consultation Forum, staff feedback and communication plan.
2. A reward and recognition scheme aligned to KPIs.
3. A Workforce Development Plan linked to business ambition that includes a standard specific skills competency matrix.
4. A recruitment strategy that targets under-represented groups and promotes the organisation as a great place to work.
5. A social value plan that delivers positive impact by tackling inequality, fighting climate change, and promoting health and wellbeing.
1.
Striving for Excellence
To provide an outstanding learner journey, led by highquality training, compliance, and professional excellence, with learners at the heart of everything we do.
Objectives
1. To create an ambitious curriculum that challenges and stretches learners to achieve their potential.
2. To systematically check the effectiveness of delivery, taking immediate action where required.
3. To be responsive to the changing needs of our stakeholders, industries, and economies we serve.
4. To provide personalised, collaborative, and on-demand learning, through effective use of learning technologies.
5. To keep learners safe and positively promote personal well-being.
This will be achieved through:
1.
a) High quality initial and on-going teacher education to all practitioners.
b) A QA cycle that monitors IQA, data and OTLA outcomes, using the results to inform CPD that is responsive to staff training needs.
c) Individualised SpLD, ESOL and pastoral support.
2.
a) An Internal Quality Assurance Policy that monitors staff training needs, target setting, and learner progress towards achievement/Gateway.
b) An Internal Audit Policy with reporting and assurance processes linked to Funding Agency Rules.
3.
a) A comprehensive Self-Assessment and Stakeholder voice analysis that drives continuous improvement.
b) A curriculum plan informed by local/national skills priorities and labour market data.
4. A Learning Technology Strategy that leads from the front: providing synchronous and asynchronous interactive tools that enable all learners (regardless of circumstance) to achieve their goals.
5. A whole company approach to Safeguarding, with continually updated staff training, guidance and resources that are socially relevant and protect all learners.