Henley College - Strategy Document

OUR FUTURE VISION

STRATEGIC PLAN 2021–2024

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THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

CONTENTS 9 OUR VISION AND VALUES Introduction from the Chair of Governors

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Introduction from the Principal and Chief Executive 7 Our Vision and Values

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Proud History

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The Henley College Timeline

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Our Direction of Travel 2017–2020

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Strategic Ambitions 2021-2024

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Outcomes for Learning by 2025

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The Four Strategic Ambitions

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Opportunities

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14 OPPORTUNITIES

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INTRODUCTION FROM THE CHAIR OF GOVERNORS I’m delighted to introduce our Strategic Plan for 2021‑24.

The plan sets out an ambitious and ground-breaking agenda for the next 3 years. It represents the next step on our continuing journey to create a learning experience of exceptional quality, where lives are enriched, ambition is encouraged, and potential is fulfilled.

Our governors, staff and partners share a passionate commitment to offering a safe, inclusive and caring environment in which every student can expand their knowledge, acquire new skills and get ready for the exciting challenges that lie ahead, either in higher education or the world of work.

In practical terms this means working tirelessly as a team to make sure our students receive the very best in dedicated, professional and inspiring teaching, and the chance to develop their confidence and social skills by enjoying an exceptional array of enrichment activities beyond the classroom. It also means

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sustained, progressive investment in stateof-the-art technology, a top-quality learning environment and the very best sporting and creative facilities.

We’re inspired when our alumni tell us their time with us helped them grow as individuals, take on challenges they didn’t believe were possible, and form enduring friendships.

This Strategic Plan reflects our determination to raise the bar once more, and to continue to deliver a truly outstanding learning experience to future generations of students at The Henley College.

Mike Ashton

Chair of Governors

THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

INTRODUCTION FROM THE PRINCIPAL AND CHIEF EXECUTIVE As Principal and Chief Executive of The Henley College I am immensely proud of our past and hugely encouraged by the transformational strides that have been taken since I came here in December 2016. This progress was reflected in Ofsted reconfirming our status as ‘Good’ in September 2019, testament to the strong foundations of the College and a recognition of our commitment to continuously improving and evolving.

At The Henley College, we pride ourselves on the excellent preparation we deliver for the world of higher education and of employment.

Our students’ progression is one of the best in the country, not least because of the range of opportunities that are open to them both in academia and industry. We have invested heavily in the last three years to modernise teaching spaces and digital infrastructure.

We have developed strong and lasting relationships with businesses, universities and the wider community. This forms the foundation of our future plan and has already served us well in enhancing our student experience and growing our student numbers.

As we approach the end of the 2020/2021 academic year, we reflect back on a period of unprecedented challenge brought about by the global pandemic. It is a challenge to which the College, our staff, students and

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stakeholders have risen very effectively. In the spirit of the college motto, the pandemic did indeed cause us to question, seek and grow.

Many of the things we have learned will inform our approach to the next three years allowing us to build on the impressive innovation and spirit of positivity and togetherness that shaped our teaching and learning in the middle of a global crisis. We have learned that our staff and students are enormously resilient, resourceful and committed – and we intend to support and equip them with the necessary tools they need to thrive and achieve in the future.

Henley really is an exceptional college in all respects and our transformation will continue over the life of this Strategic Plan for 2021 – 2024 as we strive to ensure all of our students are given the best possible opportunity to succeed.

Satwant Deol Principal and CEO

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THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

OUR VISION AND VALUES OUR MOTTO

Come questioning, go seeking, grow.

OUR VISION

To be an exceptional college that transforms lives.

The word ‘heart’ underpins our values and behaviours as it reflects our approach to all that we do, as well as our position within our communities. We aim high and turn ambition into reality, within a culture of respect and inclusion. We show passion and dedication

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H

HIGH EXPECTATIONS

E

ENTERPRISE

A

ACCOUNTABILITY

R

RESPECT

T

TEAMWORK

to improving our learners’ experience and outcomes, encouraging innovation, creativity and resilience. We are united in our vision for the future, working together for growth and transformation, with our students at the heart of all that we strive to achieve.

We always strive for excellence.

We are innovative and creative, showing independence of thought.

We own our actions and take responsibility.

We show understanding and regard for ourselves and each other.

We collaborate and work together for the benefit of all.

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PROUD HISTORY

The Henley College is located in the ancient town of Henley-on-Thames at the meeting of three counties, Berkshire, Buckinghamshire and Oxfordshire. We have been welcoming and inspiring students for more than 400 years, originally as Henley Grammar School, founded in 1604.

It is more than thirty years since King James' College merged with the South Oxfordshire Technical College, forming The Henley College.

These foundations closely reflect the academic and vocational traditions that still remain at the forefront of today’s offering.

This is a vibrant place to study and work, with equality and diversity embedded into our very fabric. Our highly supportive and inclusive learning environment respects and celebrates every member of the College community.

We are renowned for our elite sporting programmes and our growing links with blue chip business partners.

The excellent results our students achieve at college, university and in the world of work and sport, speak for themselves. Our alumni are passionate about their time at Henley.

Many retain close links with the College, visiting us to share their experiences and knowledge and inspire our current learners.

We are immensely proud of our past and our present and look forward to our future where we will continue to blend academic excellence and high achievement with a culture of growth, innovation and creativity.

The Henley College is a place where young people flourish. We see them grow in confidence as they reach their full potential, whilst we support and prepare them for their future higher educational or professional journeys.

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THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

THE HENLEY COLLEGE TIMELINE

1604

A free grammar school was founded in Henley.

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The foundation of the United Charity School brought together the free grammar school and Dame Periam’s Charity School.

The Henley Grammar School was formed.

King James’ College merged with the South Oxfordshire Technical College, forming The Henley College as we know it today.

1778

1892

1987

1873

The School of Science and Art and Technical Instruction was formed.

1976

The Henley Grammar School became a sixth form College, known as King James’ College.

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OUR DIRECTION OF TRAVEL 2017-2020 Our strategic plan builds upon the significant progress made in the past four years.

We have delivered: • An improved student experience – good outcomes with a ‘Good’ Ofsted rating.

• High progression (97%) our students consistently outperform state school and sixth form colleges benchmarks for degree outcomes.

• An award winning marketing strategy that has assisted the College in exceeding its student recruitment targets.

• 14 new courses developed to deliver growth.

• An ‘Outstanding’ financial health position and we have invested money in infrastructure and staffing. We increased learner numbers by 3.6 % last year and look to do the same this year.

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• Investment of £1.4m on buildings to create state-of-the-art facilities, with 50 new Apple Macs in a new Digital Suite, a Mega‑Electronic Lab, two new Digital Hubs, and new Textiles and Art Studios. Our gym has been refurbished and equipped with the latest sports fitness equipment to enhance our elite sports, including rugby, rowing, basketball, football and other programmes.

• Team culture, with a ‘can do’ approach.

• Development of new partnerships with Ealing Trailfinders, Wycombe Wanderers, Cisco, Softcat and Oxford University, with the introduction of the Aspire Programme and more.

We are committed to excellence in everything we do on our journey towards Ofsted Outstanding: By 2025 we will: • Be a strong dynamic independent college • Be one of the top-performing colleges nationally • Be the college of choice within the three counties • Grow student numbers to 1900 • Remain financially 'Outstanding'

THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

BRIGHT FUTURE: STRATEGIC AMBITIONS 2021-2024 People must always be at the heart of our approach and our students, staff and stakeholders are the rightful focus of our first three strategic ambitions. This community must in turn be underpinned by a sustainable infrastructure that supports an innovative and exciting curriculum in line with regional and global needs. Accordingly, it is growth and innovation that form the focus of our fourth ambition.

It is through an unrelenting commitment to these four ambitions that our college will be truly exceptional and continue to transform lives. We know that whatever the future brings, The Henley College is always questioning, seeking and growing.

Now more than ever, we believe it is essential to ensure our students are ready for the ever‑changing world outside of education.

We know we are preparing students for future careers that may not yet even exist. To be ready for whatever comes next, we need to ensure that we have the people, resources and agile mindset to survive and thrive. In addition, the continued strategic analysis of our competitive environment will ensure the College is best positioned to maximise its success and growth.

OUR FOUR STRATEGIC AMBITIONS:

1 2 3 4

STUDENTS

Delivering an exceptional student experience

STAFF

Empowering and motivating staff

STAKEHOLDERS

Building partnerships within the community

GROWTH AND INNOVATION

Supporting enterprise and delivering growth

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THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

OUTCOMES FOR LEARNING BY 2025:

1. PLACES FOR LEARNING

2. SUPPORT FOR LEARNING

We will establish access to learning on and offline, in the classroom and at home with opportunities for work experience and extra‑curricular activities aimed at extending learning and broadening horizons.

We will actively encourage staff to engage in continuing professional development, both role specific and across college, as well as attend additional courses or relevant work experience, if desired.

3. RESOURCES FOR LEARNING

4. PARTNERS IN LEARNING

5. TIME FOR LEARNING

We will establish virtual libraries, also a bring your own device plan for students, with bursaries and support for those who may not own one. There will be an extensive Enrichment offering for students, and a new Careers in the Curriculum programme.

We will develop an Employer Hub with a minimum of 20 significant local employers engaged in informing the College curriculum and providing realistic learning opportunities for our students.

We will create hybrid timetables for students that provide opportunities for independent learning.

6. SPACES FOR LEARNING

7. TECHNOLOGY FOR LEARNING

8. CELEBRATION OF LEARNING

We will build on the existing programme of infrastructure development to create new learning spaces in Computing, Engineering, Creative Industries, Sport and Healthcare and Science.

We will implement a first-class IT network and system and a new digital records system that will allow students to track their own progress, whilst providing staff with the data needed for timely and effective support.

We will celebrate staff and student success, both internally and externally, through multi-channel communications, marketing and promotion.

STRATEGIC AMBITION 1: STUDENTS DELIVERING AN EXCEPTIONAL STUDENT EXPERIENCE

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OBJECTIVES

HOW WE WILL ACHIEVE THIS:

1. Developing independence and the right aptitudes for future success

We will implement a comprehensive approach to developing our students’ life skills through the eight Skills Builder themes of listening, presenting, problem solving, creativity, staying positive, aiming high, leadership and teamwork. We will implement a Careers in the Curriculum programme that embeds enterprise and employability across all courses, complimenting regular industry experience and professional training for teaching staff. We will promote digital independence for all students through a Bring Your Own Device (BYOD) Policy, our use of Microsoft 365, and student participation in the iDea scheme.

2. Promoting wellbeing in an enriching and supportive environment

We will implement a rebranded, innovative and highly adaptive Tutorial programme that directly addresses post‑modern complexities, challenges assumptions and meets the needs of all students, explicitly developing the qualities needed to flourish in our society. To compliment this, we will provide student access to 20 Enrichment options, including a sports Enrichment Programme that reaches 300 students through participation in Rugby, Football, Basketball, Netball, Rowing and Hockey. We will continue to support our highly specialist Safeguarding team, so that all vulnerable students have the support they need.

3. Ensuring excellence in teaching, learning and assessment

We will be “Outstanding” in the quality of our education as mapped against Ofsted EIF criteria, with the principles of the Henley Quad (Purpose, Practice, Progress and Potential) fully embedded across the curriculum, and understood and used by all staff and students. We will promote digital innovation through the incorporation of blended learning approaches across all our programmes, through a well-supported, highly trained and motivated teaching and support staff. We will achieve an exceptional level of positive responses in student evaluation surveys.

4. Enabling all students to make exceptional progress

We will be in the top quartile nationally for overall student outcomes and Level 3 Value Added outcomes.

Attendance across all courses will be at 90% or above. To enable all of our students to progress onto positive destinations, including university, apprenticeships and employment.

5. Celebrating diversity, equality and individuality

We will embrace and take pride in our diverse and inclusive college community, championing the individual in all aspects. We will encourage and nurture kindness, acceptance and empathy, supporting our students to be confident in celebrating their own and others’ uniqueness and value, both at College and in the wider society.

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“The Henley College has taught me to be independent and to take leadership in my studies, which I think will be very useful at university.”

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STRATEGIC AMBITION 2: STAFF EMPOWERING AND MOTIVATING STAFF

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OBJECTIVES

HOW WE WILL ACHIEVE THIS:

1. Attracting and retaining the best employees

We will achieve a staff retention rate of 85% and support all our Teaching Staff to reach Level 5 and our Support Staff to achieve appropriate levels for their roles. We will maintain remuneration to upper quartile levels, as benchmarked against similar sector colleges.

2. Improving levels of employee engagement

We will actively listen to our staff and act on what they say. We will create the conditions for staff to engage with and drive developments at the college, by encouraging staff at all levels to be part of the decision making process. We will improve the outcomes from staff surveys, in both participation rates and a reduction in ‘negative’ outcomes, with advanced techniques in effective communication and feedback. We will be agile and responsive to developing needs, such as mental health and pandemic concerns.

3. Developing staff and management and nurturing talent

We will create a robust employee/management development programme, with clear links to the appraisal system. We will draw on a staff development fund initially of £35,000 from which staff can apply for support with all forms of CPD. There will be a significant push to identify leaders of the future from within our staffing and create a transparent succession planning process.

4. Implementing electronic systems

We will make all HR systems and processes electronic, providing ‘real’ time information and reporting that is robust and accurate. The investment in the central database system will be reviewed and changed to better fit the College ambition.

5. Valuing and rewarding success

We will provide a structure of financial and non‑financial benefits to attract new talent and retain existing talent within the College. Success, as measured against the College H.E.A.R.T will be celebrated every academic year.

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“The sense of ‘team’ is very strong at the College, as is a real passion to work hard to take the College from strength-to-strength.

It is an exciting time to be at Henley.”

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STRATEGIC AMBITION 3: STAKEHOLDERS BUILDING PARTNERSHIPS WITHIN THE COMMUNITY

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OBJECTIVES

HOW WE WILL ACHIEVE THIS:

1. Forging partnerships with employers

We will create an Employer Hub, bringing together a minimum of 20 significant local employers, to inform curriculum development and provide industry placements for our students. The College already has strong associations with employers, including CISCO and Softcat.

2. Delivering top class sports partnerships

We will develop further professional sporting partnerships, for football and netball, bringing the branding of all sports together under the Sport Henley brand. This will build on valued existing relationships with sports associations such as Ealing Trailfinders, Reading Rockets and Henley Rowing Club.

3. Building partnerships with agencies

We will cement our relationships with local and regional agencies by delivering programmes of study that align to the aims of the partners. We will develop our provision for High Needs learners and Supported Internships with OCC, and offer Level 2 and Level 3 technical qualifications to adults, to deliver the OxLEP and ESFA post‑pandemic adult skills agenda. The College continues to work closely with local and regional government agencies (Oxford County Council, ESFA, OxLEP).

4. Fostering quality partnerships with schools and universities

We will further develop the College’s relationships with partner schools through the quality of the information we provide, including the achievements of their students who study at Henley, and through the transition work we carry out with Year 11 applicants. We will develop a university partnership to enable a post‑16 PGCE offering to trainee teachers who wish to specialise in this sector.

5. Nuturing quality relationships with parents

We will further develop our relationships with parents through improved digital communication, and through enhanced parental surveys. We will make available to parents a new online portal that will provide more detailed and timely information on College events and activities.

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“It is an absolute privilege and pleasure to be in a partnership with a fantastic institution like The Henley College. Its ambition for the student body never ceases to amaze me.”

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STRATEGIC AMBITION 4: GROWTH AND INNOVATION

SUPPORTING ENTERPRISE AND DELIVERING GROWTH

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OBJECTIVES

HOW WE WILL ACHIEVE THIS:

1. Maintaining 'outstanding' financial strength

We will ensure robust controls are in place to maintain the College’s current financial health rating of “Outstanding”, whilst supporting the College’s other strategic objectives, especially the route to The Henley College achieving Ofsted “Outstanding”.

2. Delivering recruitment growth

We will grow student numbers to 1,900 by 2023/24 through innovative marketing and events that will create more opportunities for young people to discover what the College has to offer. We will build a robust T-Level and apprenticeship offer in Engineering, Computing, H&SC, Childcare, and Business Administration, and an adult learning offer that aligns to the DfE post‑pandemic focus on Level 2 and Level 3 technical skills for adults.

We will identify and provide professional courses to meet the evolving needs of our community.

3. Investing in an evolving estate and infrastructure

We will complete a major investment programme in our IT & MIS infrastructure and systems, implementing our short/medium term Estates & Infrastructure Strategy in response to our immediate needs and ambitions, creating more places and spaces for learning. Through the Estates & Infrastructure Strategy we will create new and refurbished spaces, and the IT/MIS platforms from which to develop a more robust and responsive infrastructure, to facilitate our planned growth in learner numbers.

4. Recovering from the Covid-19 pandemic

We will continue to respond effectively to the needs of our learners who have been affected by the pandemic, after successfully delivering exceptional remote learning and teaching, online events and support services during a significant period of lockdown. We will take a transformational approach to digitalisation, especially in relation to preparation for similar future scenarios. This will take the College to the forefront of technology and grow our reputation.

5. Implementing environmental solutions

We have successfully implemented environmental and sustainability solutions alongside recent refurbishment projects. We will reinforce this work in future projects and events by implementing new energy efficiency measures. We will implement a new environmental policy, including the sustainable implementation of green technologies. Our approach will be through consultation with our students, staff and stakeholders.

THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

“We will build, promote and grow our provision providing a strong and innovative College for our future generations.”

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OPPORTUNITIES

Oxford Recently recognised for the fifth consecutive year as No.1 in the World University Rankings.

Reading

Henley is positioned in the heart of the Thames Valley, offering the College significant opportunities through connections with a range of stakeholders, including global companies, elite sport clubs and prestigious universities.

It is the fastest-growing business region in the UK with the strongest economy outside of London. There is a high concentration of companies operating in the digital technologies, life sciences and healthcare, and energy and environment sectors, with global companies such as Vodafone, Telefonica, GSK, Microsoft, Oracle and Mars in residence.

To ensure the College is responsive to the needs of these employers, we strive to deliver an evolving and diverse curriculum informed by comprehensive market research, including local labour market intelligence, skills shortages, national and local trends and SWOT analysis. This provides aspirational young people with access to high-quality, futurefocused programmes of study, preparing them for progression into exciting destinations such as higher-level apprenticeships, employment and top university courses. The College is also well-positioned to gain competitive work placements in industry for students taking T-Levels in a range of vocational areas. We understand the importance of developing and

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nurturing employability skills in our students to prepare them for their future careers.

The College’s close proximity to London is increasing our recruitment of students from the capital, especially into our Elite Sports Programmes. Henley’s transport network includes rail links to Oxford, Reading, Slough and London, enabling the town and College to be accessible to a growing catchment. We continue to develop professional relationships in an expanding geographical field, including our celebrated new partnerships with Ealing Trailfinders Rugby Club, Cisco and Softcat.

Other notable connections are with Volvo, BMW, Leander and Henley Rowing Clubs and Reading Rockets Basketball Club.

Forecast to be the fastest growing city in the UK, Reading has also been listed as one of the highest performing cities in the world in PwC’s Good Growth for Cities report.

Slough The most productive town in the UK and best connected Small European City of the Future.

Heathrow Each year, this hub airport flies over 80 million customers to 206 international destinations in 85 countries.

Buckinghamshire For more than a decade, this entrepreneurial county has started more businesses than any other in the UK.

Ealing Trailfinders Rugby Club Now in partnership with the College in delivering our Elite Rugby Programme.

Ealing Rugby Club is now the premier venue for rugby in West London.

THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

BUCKINGHAMSHIRE OXFORDSHIRE Oxford

Ealing

The Henley College Slough

Heathrow

Reading

BERKSHIRE

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GREATER LONDON

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COME QUESTIONING, GO SEEKING,

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THE HENLEY COLLEGE STRATEGIC PLAN 2021-24

The Henley College Deanfield Avenue Henley-on-Thames Oxfordshire RG9 1UH 01491 579988 info@henleycol.ac.uk henleycol.ac.uk

thehenleycollege @henleycol

thehenleycollege The Henley College Official