Strategic Plan 2012-15

Strategic Plan 2012/15

City College Plymouth

Strategic Plan

September 2012 /15

Strategic Plan 2012/15

College Hair Show 2012

Strategic Plan 2012/15

Contents Introduction 2 A Responsive College

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Assumptions Underlying This Plan

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Strategic Analysis

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Vision, Mission and Values

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Strategic Priorities at a Glance

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Opportunity 16 Enterprise 18 Employability 20 Curriculum and Quality

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Human Resources

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Finance 26 14-19 Provision

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Adult Curriculum

30

Higher Education

32

Equality and Diversity

34

Safeguarding 36 Employer Engagement

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Marketing and Communications

40

Property and Environment

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Strategic Plan 2012/15

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CitĂŠ Training Restaurant

Strategic Plan 2012/15

Introduction

The economic and social landscape of which the College is a part, both locally and nationally, is changing and we must ensure that what the College does, and how it does it, continues to fit into that.

Phil Davies Principal We operate in an increasingly competitive climate characterised by a difficult set of economic circumstances which are likely to persist into the future. Colleges like ours will therefore need to be fleet of foot, offering superb service and value for money. We will need to renew and remodel ourselves to ensure we evolve into an organisation capable of obtaining up to 50% of our income from sources other than Government funds. To succeed in this uncertain world we will be clear about our purpose and pursue it with unbridled vigour. We are ambitious for the College, the City and the region. We believe that we have the capacity to make a major contribution to transforming the future prospects of the area.

We will position ourselves at the heart of our community and contribute to the region’s partnership strategies for growth and prosperity. We will do much more to impact upon the lives and prosperity of local people. We will raise aspirations and create an environment which has enterprise and employability at its heart.

We will enhance the support we offer to local businesses and key employment and wealth-creating sectors, providing the skills which they need to become more competitive. We will do this by delivering more efficient and effective public services.

We cannot underestimate the challenges ahead. We will need to have business acumen, vision and astuteness.

We need to make the right partnerships and enter the right markets. We need to build our reputation and ensure we emphasise our distinctiveness in all we do. To effect significant and lasting change will take commitment, time and energy. But we will embrace these challenges with a positive and entrepreneurial outlook as together we strive to build a better Plymouth.

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Strategic Plan 2012/15

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Plymouth University graduation event 2011

Strategic Plan 2012/15

A Responsive College By 2015, City College Plymouth will be an outstanding and responsive college of further and higher education that is at the heart of its local community, delivering a range of provision from entry to university-level education.

We will build on our areas of expertise and deliver high quality learning opportunities for young people and adults. The College will deliver vocational and professional programmes that enable our students to meet and exceed their aspirations, ensuring that each individual achieves to the best of their ability.

We will provide a ladder of opportunity for all students, enabling them to progress onto further learning and into employment. Our students will leave the College with a broad set of skills that prepare them for work and for life.

The College has a central role to play in the educational, cultural and economic life of Plymouth. We will work closely with other education providers and our strategic partners to ensure that there is a wide range of learning opportunities within the City that are available to all. We deliver opportunities for individuals and employers to upskill and re-skill for the future and this means that we make a significant contribution to the economic prosperity of Plymouth and the surrounding area. We take this responsibility seriously and will deliver high quality learning opportunities on the College campuses, in the workplace and in the community.

As an organisation, we will create a strong sense of community for our students and our staff. This community will be built around the principles contained within our core values and the College will be a place of opportunity and enterprise. We are clear about our vision for the College and will communicate this confidently to our partners. The College will be responsive to the changing economic climate, to local needs and to new policy initiatives. However, we will also be consistent in our approach and will remain committed to our core values. Delivering a high quality student experience will remain the highest priority for our organisation.

This strategic plan sets out how we intend to deliver our vision for City College Plymouth. We look forward to working with our students, our staff and all our partners to realise our ambitions and transform the lives of students across Plymouth and beyond.

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Strategic Plan 2012/15

A level results 2011

Strategic Plan 2012/15

Assumptions

Underlying this plan

We assume that:

In response we will:

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excellent quality of provision and customer service will underpin continued success

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continue to drive up standards, improve systems and develop an increasingly customer-focused culture

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public funding for further and higher education will reduce

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develop an improved commercial offer and deliver our provision in flexible and innovative ways

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good financial health will enable stability during this period of change

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continue to deliver cost-effective, responsive provision to ensure security

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increased student influence will improve the effectiveness and success of the College

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develop and embed strategies to enable students to have an impact on all levels of College activity

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an effective College response to change requires the engagement of every member of the staff team

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ensure that an already talented College staff will have the skills and confidence to respond quickly and effectively to future challenges

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skills and employment needs are changing

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develop new curriculum to respond to emerging local and national priorities

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funding provision for the more vulnerable in our community will require creative thinking and planning

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maximise every available option to support community-related activity in the College

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care for our environment will have a higher priority

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adopt ecological and sustainable practices in everything we do

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funds for capital building development will be scarce.

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invest through disposal of surplus assets, generate cash from our operations and borrow prudently.

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Strategic Plan 2012/15

Strategic Analysis

The current context of the College City College Plymouth is a large institution offering both further and higher education. With a turnover of £30m, we operate from two main sites (Kings Road and the Goschen Centre) and a number of smaller units spread throughout the City.

Whilst the majority of our students live within the City boundaries we also draw on the wider catchment area of Devon and Cornwall. 80% of students reside within this wider ‘travel to work area’ for Plymouth of the Plymouth City, West Devon, South Hams and South East Cornwall.

We provide courses for students aged 16 to 18, for adult students and for those aged 14 to 16, offering qualifications from pre-entry to degree level. We are the largest provider of A levels and full-time 16-18 education in Plymouth. In 2011/12 we enrolled 11,000 students at the College, and 1,100 on to universitylevel programmes. The College also offers a range of bespoke training for local employers.

We have much to be proud of. Our Apprenticeship provision is amongst the best in the country and we are the City’s largest provider. The achievement of all our students in 2010/11 places us first in the South West and in the top ten of all FE colleges nationally.

We are also in the top 10% of all colleges in the UK for our students’ success rates – higher than many other providers judged as outstanding by Ofsted.

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Our award-winning Work-based Learning Department runs programmes for young people ‘not in education, employment or training’ (NEETs) with amazing outcomes: we have had over 189 Prince’s Trust teams, with 9 out of 10 students succeeding in 2011/12 (10% above the national average) and our preparation for employment programmes are 10% ahead of the national averages for sustainable progressions. A recent report by the Work Foundation showed that, despite the City’s deprivation factor and high national unemployment for young people, Plymouth has a low proportion of NEETs. For schools vocational programmes offered, which prepares young people for the transition from mainstream education into post-16 vocational training, the success of students has been 92% of students achieving their vocational aim.

There are over 258,000 residents in the City with another 100,000 in the travel to work area. The ethnic minority population in Plymouth is 9.2% compared to 17.2% in England.

Strategic Plan 2012/15

Strategic Analysis

The 2010 English indices of deprivation (published March 2011) gives Plymouth an overall rank of 70 out of 326 local authorities (where most deprived is 1) with a rank of 56 on the income measure. Recent research has identified the following sectors as key to the City’s growth:

Advanced Manufacturing

Marine and Renewables

Medical and Healthcare

Business Services

Creative Industries

In addition to City College Plymouth, the City has 16 secondary schools, one independent school, one university, one university college and a specialist college of art. In 2011 the Plymouth Local Authority average point score per student was 690.7, compared to 728.3 for England, and the average point score per entry was 208.8 which was below the England average of 213.1.

These results mask a wide variation amongst institutions from 556.8 to 1012.2 in average point scores per student and 180.6 to 229.4 in average point score per entry. In 2011 43.1% of year 11 Plymouth students stayed in full-time education (school or FE college), compared to 40.6% in Devon and 43.7% in Cornwall.

City College Plymouth offers considerable provision in 14 out of the 15 Area of Learning Sector categories ranging from foundation level to National Qualification Framework Level 4 and higher education courses.

The College has substantial work-based learning which includes Apprenticeship training, adult re-training and foundation learning.

Tourism and Leisure

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Strategic Plan 2012/15

Strategic Analysis

City College Plymouth is a key partner with Plymouth University, Plymouth City Council and major employers such as Babcock Marine, Princess Yachts International and the Plymouth Manufacturers Group to receive Government funding to open a University Technical College (UTC).

UTC Plymouth will offer approximately 650 pupils aged 14-19 years specialisms in marine engineering and advanced manufacturing and will open in September 2013.

University Technical Colleges 9

The College and what it does will be positioned at the heart of the City. The City of Plymouth has much to celebrate, but it also faces a number of challenges.

As the UK’s 15th largest city, and the peninsula’s major conurbation, Plymouth is one of the region’s most important locations for employment, culture, enterprise and sport. In some ways, however, Plymouth is a city of contrasts and these pose challenges.

The College will contribute to the Plymouth 2020 Local Strategic Partnership priorities ...

pmg

Plymouth Manufacturers’ Group

Strategic Plan 2012/15

es’ by

qualiti e n i e c u d e ‘R

nterprise, e f o e r u lt u c ity; fostering a employabil d n a ip h s r u nts entreprene both stude in t n le a t g y the every and growin b d e n in p r unde and staff rs agenda child matte

‘Raise aspirations’

by

improving educatio nal attainment levels, sk ills levels and employment ou tcomes to provide opportun ities for students to progre ss seamlessly from entry level th rough to university-level qual ifications

‘Provide value fo r communities’ b y

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mployere n a g in r delive r ulum offe mic led curric rts econo o p p u s h h is whic t and whic f the n e m p lo e dev ies o the priorit o t d e n g ali er region id w e h t d City an

positioning the College at the heart of our co mmunities and contributin g to regional partnership stra tegies for growth and pro sperity

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Strategic Plan 2012/15

Vision, Mission and Values

The College’s mission, vision and values have been updated to reflect the new, transformational agenda and to reflect the emerging educational character of the College. These are not simply gentle aspirations.

They are:

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capable of translation into hard-edged, measurable and practical outputs

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the link between the aspirations of individual staff members and our collective organisational values

reflections of our core beliefs and what we value in each other and in our external relationships

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ways in which we would wish to be perceived by those within and without the organisation

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focused on the student, the customer, the employer and the wider community

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benchmarks for guiding behaviour and decision making.

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statements which the College is committed to implementing for the benefits of all of our stakeholders

Strategic Plan 2012/15

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Op

En t

rtunity

Employab i

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erprise

Our vision

Mission

We are a College with a national reputation for promoting opportunity, enterprise and employability.

To be the South West’s leading provider of innovative, skills-based vocational education and training by supporting partnerships for growth, raising aspirations and enabling wealth creation.

Values: >

we put our students and our community at the heart of all that we do

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we foster excellence, innovation and creativity

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we celebrate diversity and inclusion and the breaking down of barriers to success

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we have high expectations of ourselves, our students and our partners.

Our core values underpin our strategies, policies, objectives and procedures by providing an anchor and a reference point for everything that we do. They have informed the development of this strategic plan, in particular by reinforcing the primacy of the student experience to our future direction.

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Strategic Plan 2012/15

Strategic Priorities at a Glance

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Opportunity

Enterprise

Employability

We will provide a learning experience which is motivating, rewarding and aspirational. We will place even greater emphasis on putting students at the heart of everything we do at the same time that we are contributing to the stimulation of economic growth across the City and the region.

We will be employer-driven and put students first. Our focus on enterprise will energise our relationships with partner organisations, employers, higher education and local communities and underpin a differentiated position for the College in its various markets, both at home and abroad.

We will strengthen our marketing and employer engagement activities, particularly at the curriculum level. We will develop the employability skills of our students so that they can obtain and sustain high quality employment opportunities and life skills.

Strategic Plan 2012/15

Curriculum and Quality

Human Resources

We will deliver inspirational teaching that equips our students with contemporary knowledge, enterprise and employability skills, enabling them to be active students, employees and citizens.

We will support our staff to be professional and proactive in their pursuit of current knowledge and skills and to demonstrate their commitment to embodying our values and responding positively and innovatively to the challenges we face.

Finance We will maintain good financial health and invest our funds to provide inspirational training and education opportunities for our local communities and to support local employers.

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Strategic Plan 2012/15

Pure Hair and Day Spa

Strategic Plan 2012/15

Opportunity Opportunity means providing a learning experience which is motivating, rewarding and aspirational and requires an organisation which is characterised by high energy levels, creativity, enterprise, innovation and high expectations both of ourselves and of others, with managers taking responsibility for performance managing their teams and the individuals who make up those teams.

By 2015 we will:

Indicators of success:

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invest to provide inspirational training and education opportunities

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minimum 85% College success rate

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assess and evaluate our teaching and learning every year to ensure that it meets our targets for improvement and student success rates

retention and achievement rates above benchmark for all students

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student and employer satisfaction rates above benchmark

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clear employment and higher education progression routes throughout the College

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enterprise and employability activities and skills embedded in all programmes with clear measures and targets

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develop a progression strategy which articulates clear and coherent pathways to employment, including through higher education

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clearly embed enterprise in all aspects of the student journey and measure its impact

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establish Plymouth’s first Studio School, focusing on vocational, employability-driven provision

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Studio School in place with a strong cohort of students and passionate employer support

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establish a new range of City centre located provision to address Plymouth’s worklessness agenda

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city location fully operational, co-sponsored and co-located with relevant local partners

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review our internal systems, organisational structure and processes for gathering market intelligence to ensure that we are a truly responsive organisation.

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progression rate of 10% from recreational learning to mainstream provision.

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Strategic Plan 2012/15

The College’s Employability Centre - theworkspace

Strategic Plan 2012/15

Enterprise We will energise our relationship with partner organisations, employers, higher education and local communities to support our aim of embedding a culture of enterprise within our organisation. We will place equal value on the development of skills, aptitudes and behaviours which will enable all students and staff to demonstrate enterprise, innovation, entrepreneurship, creativity and wealth creation.

By 2015 we will:

Indicators of success:

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have launched the College as an enterprise college, involving a range of different stakeholders, internal and external, in the design, delivery and evaluation of our provision

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business and social enterprise start-up and incubator units for emerging businesses established and being used

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have developed and embedded a sustainable range of enterprise qualifications and skills training in each curriculum cluster which drives both the success and progression of our students into employment, self-employment and further training

Innovation Fund in place and supporting the development of enterprise and enterprises

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established a baseline and increased the number of students progressing into self-employment

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a range of sector specific advisory boards in place, with appropriate membership and expertise from business and social enterprise communities

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cross College culture of enterprise, evidenced through implementation of a student/staff enterprise forum, performance management and induction processes

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enhanced international links by providing students with access to greater employability skills, social and economic mobility and opportunities for entrepreneurial growth into new markets.

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have established employer-led advisory boards for each curriculum cluster that lead to the development of business and social enterprise start-up and incubators for emerging businesses

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have established an Innovation Fund for students and staff to promote enterprise

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have used commercial activities and partnership opportunities to engage students, promote entrepreneurial and employability activity and used this to grow international activities

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be powerfully and visibly influencing enterprise activities across the City, region and nationally.

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Strategic Plan 2012/15

Construction student, Petite Tremaine

Strategic Plan 2012/15

Employability We will strengthen and increase our employer and community engagement to build productive, sustainable and mutually beneficial relationships that provide exciting and innovative opportunities for our students to develop their confidence and resilience and equip them with a range of enviable employability and life skills that ensure their competitive edge for entry into high quality employment, business enterprise start-up and/or entry into further and higher education and training.

By 2015 we will:

Indicators of success:

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have increased the role, profile and activity of theworkspace to provide a range of employability services to all curriculum clusters, students and the unemployed

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baseline data established for student destinations and evidences rising positive outcomes into employment, self-employment or into further/higher education

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have developed and embedded a sustainable range of employability qualifications and skills training in each curriculum cluster which drives both the success and progression of our students into employment, self-employment and further training

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baseline data established and evidences increase in funding associated with job outcomes

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cross College baseline established and evidences rise in number of students and the unemployed accessing employability activity, training and qualifications

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positive feedback and number of impact case studies from all students and stakeholders

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increase in success and retention rates

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have developed a sustainable range of Continuous Professional Development opportunities with industry sectors to futureproof staff skills and enable them to deliver work relevant skills to students

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have aligned working with the City’s priority sectors to reduce skills gaps, boost workforce skills and have established a robust jobs brokerage system that meets the needs of the ever changing job market

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cross College baseline established demonstrates a percentage increase in number and range of employer and other stakeholder involvement in development of student and staff employability skills

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have explored and implemented a social media strategy to maximise student awareness of the employability agenda and services.

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staff skill profile evolving to reflect new and developing markets

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social media used effectively with development, including App solutions where appropriate to engage with students and raise awareness of employability and theworkspace.

city college plymouth

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Strategic Plan 2012/15

Students at dBs Music

Strategic Plan 2012/15

Curriculum and Quality We will deliver inspirational teaching that equips our students with contemporary knowledge, enterprise and employability skills, enabling them to be active students, employees and citizens.

We will deliver an employer-led curriculum offer which supports economic development and which is aligned to the priorities of the City and the wider region.

By 2015 we will:

Indicators of success:

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retention and achievement significantly above national averages for all our students

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ensure our students have access, through teaching and learning resources and independent learning skills, to contemporary knowledge and skills that gives them an edge in our competitive world

continuing increase in enterprise qualifications gained by our students

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progression routes clearly available throughout the College

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improve educational attainment levels, skills levels and employment outcomes to provide opportunities for students to progress seamlessly from entry level through to university-level qualifications

internal progression rates of 90% for 14-16 year olds

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successful Ofsted inspection

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student and employer satisfaction rates well above national average.

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ensure our students develop high levels of employability and life skills that provide a platform for future success

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achieve a self-assessed rating of Outstanding by 2013/14 and corresponding Ofsted rating at the following inspection

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deliver an employer-led curriculum offer which supports economic development and which is aligned to the priorities of the City and the wider region

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enjoy a culture that demonstrates the integration of diversity, safeguarding and respect for everyone into each aspect of our work and learning.

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Strategic Plan 2012/15

The Innovation Centre at Kings Road

Strategic Plan 2012/15

Human Resources We will support our staff to be professional and proactive in their pursuit of current knowledge and skills and to demonstrate their commitment to embodying our values and responding positively and innovatively to the challenges we face. We will ensure that an already talented College staff will have the skills and confidence to respond quickly and effectively to future challenges.

By 2015 we will:

Indicators of success:

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establish an appropriate management and staffing structure that delivers high quality education and training to all

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structures in place; student retention, achievement and success above national averages

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secure managers in post who have strong leadership and management skills, provide powerful and inspiring leadership with high expectations of themselves and others, who take responsibility for performance managing their teams and individuals

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increased engagement by different College managers in community and regeneration issues and in other relevant national, regional, and local groups and activities

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high performing individuals deliver high quality learning experiences to students, employers and community stakeholders

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a culture of enterprise, entrepreneurship, creativity and innovation exists at the College, focused firmly on results and on the needs of students, employers and community stakeholders

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the College is an inclusive place to work and learn

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employers and community stakeholders are confident that the College has highly skilled staff in order to meet their training and educational needs.

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develop a performance management framework that links the strategic objectives of the College to individual targets and performance review align the Human Resources strategy and Continuing Professional Development (CPD) plan to ensure that staff have the necessary skills to respond to new and developing markets

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employ a workforce that represents the local area/student population

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establish structured CPD programmes that raises our reputation with employers, focusing on vocational currency and professional updating and equipping all staff with the skills to achieve our enterprise goals and respond to new and developing markets.

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Strategic Plan 2012/15

International students in the HE Centre

Strategic Plan 2012/15

Finance We will maintain good financial health and invest our funds to provide inspirational training and education opportunities for our local communities and to support local employers. We will invest through disposal of surplus assets, generate cash from our operations and borrow prudently.

By 2015 we will:

Indicators of success:

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core funding allocations are achieved

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diversity of non-government funded income from 73% to 71% of total College income increased

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curriculum efficiency at 10%

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an annual adjusted operating surplus that is 1% of turnover

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a staff cost: turnover ratio of 65% or less

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a consistent and stable balance sheet position achieved

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a revised capital investment strategy implemented

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College cash position secure against all normal operations and foreseeable risks.

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implement our financial improvement plan, in order to improve our financial position and generate funds for investment diversify income streams and expand our partnerships operation to support effective delivery of new projects and initiatives ensure that our teaching and learning strategy is financially viable and generates a contribution of between 45% and 50% and that all curriculum areas generate contributions to at least the Tribal 2011 average ensure that whole College average class size is raised by 10% by 2014/15 from 2010/11 base review class sizes in all curriculum areas and rebase in accordance with Tribal benchmarks (where higher) develop opportunities for increased efficiency through the development of central registry and improved use of technology to streamline systems.

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Strategic Plan 2012/15

Prince’s Trust students

Strategic Plan 2012/15

14-19 Provision The College is committed to delivering education and training to a broad range of young people from the age of 14, including those who may not have had the opportunity to fulfil their potential at school. We will be a destination of first choice for learners who are seeking education and training opportunities that relate to the world of work. Our curriculum will deliver a wide portfolio of skills, including enterprise, team working and creativity. We will deliver a range of high quality support services for our learners and literacy, language and numeracy will be embedded across all of our learning programmes.

By 2015 we will:

Indicators of success:

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establish programmes of study to prepare students for employment in regional and national priority sectors

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national and regional priorities reflected in the curriculum portfolio for 14-19 year olds

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offer cross-College programmes of activity to maximise the resources available for enrichment activities and develop the College as an integrated and vibrant learning community

cross-disciplinary working in 50% of the curriculum offer

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review the length of the academic year, timetabling and the scheduling of classes to improve efficiency and better reflect the world of work

75% of provision working to an extended academic year. Studio School working to an extended working day in line with the workplace

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100% of unqualified 14-19 year olds studying English and mathematics to level 2

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levels 1-4 offered for all vocational programmes.

Entry level to level 4 for Hospitality and Catering and Automotive programmes

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100% of level 3 courses providing work placement opportunities 5% increase in progression to employment 5% increase to higher education courses

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move to personalised learning and include an appropriate qualification at level 2 for all students unqualified to this level in English and mathematics establish clear progression pathways from foundation level to level 4 (including higher Apprenticeships) within all curriculum clusters to build the necessary skills to help students access sustainable employment or higher education

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100% of 14-19 year olds with an e-ILP accessible to parents and employers as appropriate.

embed employability skills in all programmes with compulsory work experience for all level 3 students and for level 2 students enrolled in the Studio School.

Plymouth Institute of Production, Performance & Arts

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Strategic Plan 2012/15

Student of the Term - Summer 2012

Strategic Plan 2012/15

Adult Curriculum We will deliver a coherent range of vocational and professional education and training opportunities that is of high quality and is responsive to the needs of students, employers, communities and the economy. We will deliver a distinctive and responsive adult curriculum with multiple entry points across the year and flexible modes of delivery. Our broad strategy will be built around parttime learning for adults whilst also promoting the benefits of lifelong learning by delivering an extensive leisure curriculum that is accessible to all.

By 2015 we will:

Indicators of success:

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core funding allocation for adults achieved

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student numbers of 5,000 adult enrolments

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1,450 adults enrolled on full level 2 courses and 1,000 adults enrolled on full level 3 provision

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framework for excellence rating of good or above for student destinations

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work with employers and their representative bodies to identify their training needs, develop a further/higher education curriculum offer that meets these needs

progression routes clearly available throughout the College

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Apprenticeship pathways increased by 20%

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400 adult apprentices in learning

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extend our delivery in the workplace and increase the breadth/volume of Apprenticeships

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student and employer satisfaction rates well above national average.

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review our internal systems, organisational structures and processes for gathering market intelligence to ensure that we are a truly responsive organisation

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strengthen our partnerships with local referral agencies such as Jobcentre Plus, and Careers South West.

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revise our 19+ curriculum so that we deliver a distinctive, credit-based framework of high quality learning opportunities for adults, in order to support employability, social inclusion and lifelong learning further develop a multi-level offer that meets the needs of our key client groups and includes flexible modes of delivery, multiple entry points and clear internal progression routes

Plymouth Advice Centre for Employment

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Strategic Plan 2012/15

Plymouth University graduation 2011

Strategic Plan 2012/15

Higher Education We will provide first class higher education teaching, learning and support that is a model of excellence in the delivery of higher education within further education and demonstrates the confidence of the Quality Assurance Agency to manage higher education academic standards. We will work with employers and their representative bodies, our University partners and our communities to identify their continuing needs, to develop a higher education curriculum offer, including higher Apprenticeships, that meets these needs and extend our delivery and increase the breadth and volume of our provision.

By 2015 we will:

Indicators of success:

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provide a first class higher education student experience that is a model of excellence in the delivery of higher education in further education

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outcomes that meet the quality and standards reflected within the College Integrated Quality and Enhancement Review report

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assess and evaluate teaching, learning and assessment to ensure targets for improvement and success are met

key information set activities to enrich and enhance students’ learning experience

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100% of staff involved in peer observations

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increase student satisfaction of 5% on all relevant surveys

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all higher education courses over 150 guided learning hours to have a Moodle site

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effective use of e-ILPs as evidenced by student feedback

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continuous professional development opportunities for all staff involved in teaching or supporting higher education

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approved programmes and increased international student recruitment

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staff engagement with academic equivalents at other organisations.

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maintain and enhance mechanisms for capturing the ‘student voice’ and ensure their feedback is acted upon and informs decision-making

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embed e-learning within all courses

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embed the use of electronic individual learning plans (e-ILPs) across higher education programmes

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provide staff development opportunities that enable teachers to update their professional skills, improve their core skills and keep abreast of new developments in research, teaching and learning

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review our International offer to ensure that it is high quality, sustainable and meets the needs of the International marketplace

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continue to improve our strong and highly effective relationship with our partner higher education institutions.

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Strategic Plan 2012/15

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Strategic Plan 2012/15

Equality and Diversity The College has a long established commitment to equality and diversity which gives responsibility for its achievement to everyone connected with the organisation. This means it needs to permeate everything we do. Students recognise the culture of respect and feel safe in our learning environments.

By 2015 we will:

Indicators of success:

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continue to reduce the achievement gaps for disadvantaged groups

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high success rates for all students

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ensure that equality and diversity is deeply embedded throughout the curriculum

equality and diversity are promoted and celebrated with our students through course work/events/activities/case studies

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further develop links with external agencies and the community

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further improve the timeliness and scope of additional learning support for students with disabilities and learning difficulties

employers and students are supported with equality and diversity issues, in the College and in the workplace, and the College is considered an inclusive place to work and learn

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students with disabilities and learning difficulties are fully supported throughout their programmes and achieve successful outcomes

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students from disadvantaged groups achieve employment or progress to the next level of education, in order to improve future employment prospects.

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improve the work/job opportunities for those students from disadvantaged groups, including those with learning difficulties and disabilities, and disengaged young people.

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Strategic Plan 2012/15

Skills development students

Strategic Plan 2012/15

Safeguarding The College continues to be a key player within the City community in terms of safeguarding, child protection and the protection of vulnerable adults. This reflects our position as the biggest single education provider for children, young people and vulnerable adults.

By 2015 we will:

Indicators of success:

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contribute to the City ambitions to close the achievement gap in education by ensuring that Looked After Children and those ‘not in education, employment, or training’ will have timely and good quality Personal Education Plans

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increase in retention and achievement of vulnerable students, who then progress onto higher level programmes or employment

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students feel safe and external scrutiny confirms excellence in this area

>

be an exemplar of safeguarding and child protection in the sector

>

students feel safe at College and achieve as a result

>

further develop the ‘safe learning environment’ in terms of e-safety as technologies develop and embed into College life

>

good and consistent practice is shared across the City so that young people and vulnerable adults are protected.

>

further develop working relationships with partner providers and external agencies, to ensure that there is a consistent approach to safeguarding and child protection across the City.

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Strategic Plan 2012/15

Construction students at the Plymouth Life centre project

Strategic Plan 2012/15

Employer Engagement We will strengthen and increase our employer engagement activities in order to support the College in building and sustaining positive, productive, and mutually beneficial relationships with key stakeholders across the City and wider region. We will continue to build on our reputation with employers and ensure that our provision is employer-led and is focused on growth areas identified as being vital to the economic regeneration and success of the City and beyond.

By 2015 we will:

Indicators of success:

>

have built a distinctive and differentiated positioning closely aligned to the economy of the area, which reflects the priority growth and major employment sectors

>

close and aligned working with the City’s priority sectors to reduce skills gaps, boost workforce skills and offer a range of training which meets the needs of priority sectors

>

have expanded on the success of the College’s Employer Endorsement Scheme to ensure that each curriculum sector is formally employer endorsed and has access to a range of organisations to support student employability activity and income streams

>

strong partnerships between the College, employers and other organisations to ensure students have access to a range of activity, enabling them to gain greater employability skills and progression into employment, selfemployment or onto further/higher education

>

have developed and be delivering a responsive and flexible employer-driven curriculum, which meets the needs of our markets and is informed by labour market information

>

>

have consolidated the College’s employer brand, via business to business and targeted direct marketing activity, effectively promoting the brand as one which is able to support the business community in achieving greater competitiveness and ‘bottom line’ success

each curriculum cluster fully endorsed by its sector, with positive working relationships between curriculum clusters and sector members. Effective two-way flow of information to enable curriculum development, resulting in a market-led employer offer

>

increased buy-in of the College’s employer offer, and greater employer satisfaction with the overall College experience, from a baseline level of 90%, evidenced through the annual employer survey

>

50% increase in attendance at events by small and medium enterprises, on a current baseline level of 20 attendees, resulting in greater sales of employer focused short course provision.

>

have refreshed and re-launched a suite of taster sessions and employer workshop events/ short courses to support small and medium enterprises.

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Strategic Plan 2012/15

College Awards Ceremony 2011

Strategic Plan 2012/15

Marketing and Communications Marketing and communications will raise the College profile and strengthen our reputation as the provider of choice, differentiating ourselves from the competition with bold messaging that positions City College Plymouth at the heart the economic and social regeneration of Plymouth and the wider region.

By 2015 we will:

Indicators of success:

>

have defined the key market segments and developed key messages and strategy to align the College with the City and wider region

>

key messages agreed and used in all external facing activity

>

>

have developed and implemented an on-line digital strategy to target key audiences

marketing strategy 2012/15 endorsed by Corporation and delivered

>

>

have a process of annual marketing plans created and implemented to promote the College as the provider of choice, incorporating advertising, print, events, school and employer liaison, PR and the digital strategy

perception baseline established and regularly tracked perception growth

>

digital strategy 2012/15 produced, implemented and showing visible year-on-year success

>

have reviewed and relaunched internal communications to the College Management Team and Corporation

integrated marketing communications plan, budget and targets agreed annually

>

termly marketing activity reports for College Management Team and Corporation

>

have developed and implemented a schools strategy to capture school leavers

>

College meets recruitment targets

>

have developed and implemented a partnership strategy to increase local community groups’ awareness and use of the College

>

increased school liaison engagement to 85% of schools in the local area

>

established a baseline on working with community groups and be showing annual growth

>

destinations information powerfully used in marketing activity

>

alumni association established and evidencing return.

>

>

>

track student destinations and use this information to underpin the key messages and develop our reputation have established an alumni association for all former students.

40

Strategic Plan 2012/15

Wind turbine on top of Innovation Centre

Strategic Plan 2012/15

Property and Environment The College will implement revised capital investment and property strategies that creates a physical environment for students and staff that has a strong sense of place, identifying new sources of funding to ensure that we continue to improve our estate and develop industry standard resources, in order to enhance the student experience.

We will also provide new realistic working environments for our students to develop their skills and that also generate additional income for the College.

We will continue to deliver year-on-year improvements in energy efficiency through the implementation of our sustainability action plan. We will also contribute more widely to the sustainability agenda by further developing a curriculum focussed on low carbon technologies.

By 2015 we will:

Indicators of success:

>

implement revised capital investment and property strategies to update facilities, resources and learning technologies

>

implemented revised capital investment and property strategies, including a new masterplan for the Kings Road campus

>

develop new realistic working environments for our students to develop their skills to industry standard

>

reduced energy consumption by 10%

>

condition and functionality of the building stock considered ‘good or better’ improved by 15%

>

greater inter-disciplinary activity through the shared and collaborative teaching areas

>

‘very good’ British Research Establishment Environmental Assessment Method rating for the engineering refurbishment

>

create a series of ‘learning communities’ with distinct identities and appropriate resources

>

implement a sustainability action plan, integrate sustainable development into existing courses and develop the low carbon technologies curriculum

>

improve space utilisation through the full centralisation of timetabling

>

implemented ‘cloud computing’ for student e-mail

>

provide up-to-date general purpose information technology facilities, which meet the aspirations of the College, focussing on the customer’s needs rather than on the system.

>

improved high capacity data backup and archiving facilities

>

expanded use of social media as a communication tool with students and the wider community

>

space utilisation increased.

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Strategic Plan 2012/15

Chinese New Year 2012

Strategic Plan 2012/15

Strategic Plan 2012/15

Cert no. SA-COC-001816

Strategic Plan September 2012/15 City College Plymouth, Kings Road, Devonport, Plymouth PL1 5QG Tel: 01752 305300 www.cityplym.ac.uk info@cityplym.ac.uk