Strategic Plan
2023 - 2027
“Everyone’s aspirations matter at ucm”
PRINCIPAL’S INTRODUCTION
At UCM we are committed to supporting the Island’s economy and the aspirations and wellbeing of our communities. We strive to be an education and training provider that is transformational – inspiring, challenging and empowering people to realise their dreams. With more than 1000 course options offered each year across a range of real work environments, classrooms and online platforms, we aim to meet the Island’s diverse needs.
We engage with 350+ local employers, fostering strong relationships which have a formative influence on the courses taught at UCM. Through employer engagement, students undertake a range of activities including work placements, live projects, competitions and employer events, ensuring they are well informed of their career pathways and prepared for employment.
In 2023 we began hosting regular skills meetings, bringing employers, government agencies and staff together to explore workforce needs. These highlight the knowledge and sector skills needed for the future. Through the student journey we aim to provide students, and consequently employers, with the core skills they will need to adapt to an ever-changing world of work. In developing skills such as effective teamworking and communication, digital literacy, creativity, critical thinking and problem solving, students will be well prepared to navigate work, study and life in the 21st century.
Our lecturers are passionate about what they do and have vast experience in the subjects they teach, enabling students to develop the skills, knowledge and qualifications they need. Our 2022/23 academic year was highly successful, with many of our students exceeding their predicted grades and progressing to employment or further study. 87% of our degree, degree-level and postgraduate students gained top grades, achieving a 2:1 or 1st class honours degree, and we have seen real success in our range of Level 3 Extended Diplomas (which are the equivalent of three A Levels) with 53% of students achieving distinction.
Together, we are facing the future with an overwhelming sense of optimism and positivity, with students at the centre of everything we do. We want them to reach their full potential, whilst also enjoying an inclusive, caring and supportive college community. As a college of further education, UCM is central to the Island’s commitment to lifelong learning and continues to seek ways of widening access and participation in education. In 2022 we took the decision to remove fees for English and Maths (up to GCSE level), recognising that the acquisition of these skills enabled students to progress in their studies, confidence and employment, and we will continue to review our curriculum offer to ensure it is accessible.
Each year we review our strategy, actions and objectives. We are creative and aspirational in how we develop our curriculum, with a long-term focus on collaboration, particularly at local level, and our Strategic Plan demonstrates this continued engagement with our partners.
In enacting our strategy we will continue to provide an environment and curriculum which is engaging and future focused, and secures the best outcomes for our students.
Jesamine Kelly, UCM Principal
ABOUT UCM
UCM is the Isle of Man’s university college with well-established post-16 further and higher education provision, together with a broad 1416 vocational programme delivered in partnership with the Island’s secondary schools. Our main campus is located on Homefield Road, Douglas, with additional sites at the Nunnery and Hills Meadow, with a net internal space of approximately 18,000m2. In addition, UCM delivers education in community settings around the Island including the Isle of Man Prison, community centres and schools. UCM’s highly qualified and skilled workforce comprises the equivalent of 208 full-time staff, with the excellent industrial and academic credentials needed to drive the curriculum forward.
In 2022-23 we recruited approximately 4,000 learners, across a range of full-time, part-time and apprenticeship programmes. With a wellestablished HE provision, UCM provides a curriculum which enables progression from entry level through to level 7 (postgraduate level) and reflects both the diverse local economy and students’ own aspirations. Our curriculum offer resembles that of similar UK colleges and represents the diverse employment opportunities across the Island, whilst also supporting wellbeing and community learning.
The curriculum is concentrated into four faculties, supported by cross-college co-ordination for part-time courses and English and Maths:
Art, Design and Creative Media
Catering, Hospitality & Food Service Business
Hairdressing & Barbering
History
Music
Computing & Cyber Security
Education & Training
Human Resources
Prison Education Management
Sport
Animal Management
Childcare
Engineering and Motor Vehicle Counselling
Horticulture and Land-based Studies
Joinery
Painting and Decorating
Work-based Integrated Studies Plumbing
Our curriculum roadmap demonstrates the breadth and levels of courses available at UCM (see overleaf).
Foundation Learning
General Studies
Health and Social Care
Science
Each year we celebrate our students’ achievements through a range of activities including the annual Skills Test, the Research Festival, Student Awards evenings and the Graduates’ Ceremony. These events showcase the diverse talents and interests of our students and inspire our students of the future.
PROGRESSION MAP ROUTES TO QUALIFICATIONS
Addresses
ACCREDITED & ACADEMIC
LEARNING AT UCM
OUR QUALIFICATION LEVELS AT A GLANCE
HIGHLIGHTS 2022-23
Increased employer engagement – delivered through a series of skills increased work-based encounters
Development of curriculum:
New further education courses in fitness training, counselling, barbering, leadership and management and early years apprenticeships
A refreshed university level offer including a full degree in sport
An extended Services to Business offer (growing from 17 courses in 2022 to 47 in 2023)
Completed development of #2 – the refreshed refectory space
Overall attendance maintained at 87%
Refreshed study zone – The Hive
Top grades for HE at 87% - in line with high performing UK universities
Implementation of quality strategy and associated framework
Strengthened student engagement including student ambassadors role and termly student rep forums
5th Annual Research Festival (September 2023) attracting international speakers
Established new teaching and learning approach and a refreshed staff development programme
Launch of a Sustainability Model with working groups tasked with leading on leadership, resources and curriculum
Extended accessible English and maths offer which is free at the point of entry (up to Level 2/GCSE)
Raised awareness for UCM through introduction of targeted communication plan, additional media channels and increased following on Facebook
Support for the Recovery College, working closely with Manx Care, delivered at UCM
Increased work placement capacity with UCM Stripes at Manx Care & Animal Management placements in a range of settings
AT A GLANCE
561 students in higher education
2195 students in further education
439 apprentices
1178 adults in community education
87% higher education students achieved a top grade (first class or upper second degree)
86% pass rate
86% of students retained
53% of BTEC students achieved Distinction grades
85% attendance for full time further education students
£1,493k income generated
OUR PRIORITIES
As the Island’s only college we must look outwards, to seek best practice and challenge ourselves to meet demanding benchmarks which ensure that we give our students access to the best further and higher education possible.
Whilst our current offer aims to reflect both student aspirations and the Island’s skill needs, it is also constrained by the financial implications of scale. Sufficient and ongoing numbers of enrolments are hard to maintain in some curriculum areas, hence growth of our offer depends in maintaining or expanding markets and participation, whilst ensuring curriculum continues to meet future skills needs.
Digital Development
We must support the Island’s digital strategy. When the Homefield Road Campus first opened in 1971 digital was an emerging sector. Now digital technologies are integral to everything we do and our curriculum and systems must reflect this. We must learn from innovative approaches to learning undertaken during the pandemic and extend access to blended and online learning. We will develop a model for teaching and learning that articulates our principles and approaches to teaching, learning and assessment including technology enhanced learning. We will support our staff and customers in the development of streamlined systems which enable easy access to course information and enrolment.
Curriculum Changes
Over the next few years the further education sector will be shaped by intensive curriculum reform with the reduction in traditional BTEC pathways, emerging sectors and technologies, a drive for sustainability and a rapidly changing world of work. We must ensure that our curriculum offer, tutorials and enrichment programmes effectively embed the core skills needed for the future. As more young people than ever are choosing employment over full-time university level study we must also ensure that access to professional and degree-level study enables more students to “earn and learn”. We must also continue to promote lifelong learning, widening access to education and a passion for learning in the wider community.
The Island Plan
The Island Plan sets the Isle of Man Government’s vision to be build a secure, vibrant and sustainable future for our Island. One of its key aims is to overcome uncertainty by developing a stronger and more diverse economy through delivery of the Economic Strategy, providing prosperity and rewarding career opportunities, and where our economic success positively impacts all residents. The Island’s business leaders will want to know if specific skills exist to inform investment decisions; other leaders will need the same information in order to decide whether to relocate their businesses to the Island. The availability of talent affects all industries and we must play a key role in harnessing individual potential and developing the talent and core skills needed for Island businesses to grow in a global economy.
Employers and Partners
We must continue to work closely with both the public and private sectors to ensure that a full understanding of the talent and skills requirement for current and emerging sectors is known and planned for, and with an understanding that we have a critical role to play in our economy. Equally, we must ensure that students benefit from meaningful advice, guidance and work experiences which enable progression and prepare them with the skills required for a life of flexibility and innovation.
Looking Ahead
Finally, as the world of work undergoes dramatic changes we must support our learners to develop the resilience needed to adapt and thrive. We will focus on enabling learners to focus on positive strategies for mental wealth, and the things they can do to help maintain mental wellbeing. Through developing emotional, social, physical and cognitive intelligence together with digital proficiency, learners will be equipped for the future and be able to adapt to new ways of working.
VISION AND MISSION
UCM’s strategic plan aligns with the Isle of Man’s Island Plan, encompassing its vision to build a secure, vibrant and sustainable future. Our overarching vision is to be recognised as a great place to learn and work, making a real difference to the lives of learners, and to act as a driving force in future skills development and sustainability for the Island.
Our mission statement concisely sets out why we exist and how we will work towards our vision:
“We will provide inspirational and inclusive education and training which is transformational”
STRATEGIC OBJECTIVES
Student Experience:
Deliver a life-enhancing and inclusive student experience, placing students at the heart of everything we do
Skills for the Future:
Offer a high quality, agile and challenging curriculum which is focused on skills for the future, widens access and delivers excellent outcomes
Staff Excellence:
Foster a culture of innovation, development and collaboration, positioning UCM as an Island leader in education, research and training
Smart, Safe and Sustainable:
Stakeholder Engagement:
Create safe, sustainable, flexible and vibrant learning environments informed by best practice
Provide an outstanding service which is focused on the needs of all of our stakeholders, supporting growth and prosperity on the Island
OUR VALUES
We have identified seven core values which inform and permeate the way we work to make the University College Isle of Man a leading provider of education and training; we are committed to excellence and a student centered approach:
Student centred and inclusive: Our students come first, we are an inclusive organisation and will support all to succeed.
Pride: We are clear about our heritage, our location and what makes us stand out amongst our national and international peers. We build on this and celebrate the quality of what we achieve across all aspects of our University College.
Confident: We are confident in ourselves, in our direction and in our shared purpose.
Teamwork: We are people orientated and working together is the key to our continued success. We will challenge and stretch ourselves so that we can achieve more for the mutual benefit of individuals and our organisation.
Supportive and Caring: We are supportive of our students and staff. We provide a caring nurturing environment in which they can develop and grow.
Integrity and Impact: We always act with the best intentions to ensure our students have appropriate placement and the best experiences. We make a positive difference to the Isle of Man and in turn, our students can make a positive impact across our nation and around the world. We understand our social and environmental responsibilities and act with integrity to ensure our footprint is supportive of our futures.
High Achieving: We never truly know when someone has reached their potential and we will continuously strive to push and encourage ourselves to achieve our best at each stage of our journey. This means accepting that not everything we do is going to be easy. We want our students and staff to set themselves challenging targets that truly reflect their abilities.
MONITORING PERFORMANCE
We will set out a delivery plan, with short and long term actions and associated key performance indicators (KPI) that will measure our progress. These will be built upon each year and may change depending upon a range of internal and external factors. Progress in delivering the plan will be reviewed by the governing board each year.
Our Board of Governors boasts a wealth of industrial, commercial and educational experience, with staff and student representation, and works closely with us to support continuous development and improvement. The Board provides independent oversight for the college, ensuring that the organisation is acting in accordance with the principles and articles under which it was established, and to assist us by providing, scrutiny, challenge and support for the Principal and the Senior Leadership Team.
REPORTING OUTCOMES
Outcomes and external assurances will be reported to Governors at Board meetings through:
strategic update reports by the Senior Leadership Team
review of key performance indicators
annual self-assessment processes
review of quality improvement plans
reports by external agencies
An annual report will provide an overview of progress against the plan.
STRATEGIC PRIORITIES
Our strategic priority outcomes are aligned with both the Island Plan and Government’s Vision to build a secure, vibrant, and sustainable future for our Island nation, and the Department of Education, Sport and Culture’s Strategic Priorities. This plan sets out in detail how we will deliver our priority outcomes, monitor and measure our success, how we will ensure continuous improvement and ultimately how we will INSPIRE, CHALLENGE and EMPOWER our students to reach their full potential.
Student Experience:
Deliver a life-enhancing and inclusive student experience, placing students at the heart of everything we do
As the world of work undergoes dramatic changes we must enable our students to develop the skills needed to adapt in life and work. We need to ensure that students are effective learners who can solve problems, work collaboratively, think creatively, communicate effectively and be confident in working with new technologies, whilst developing the resilience needed to thrive and flourish. To maximise their potential students will need to access high quality careers education including meaningful encounters with the world of work, and be stretched and challenged to engage in all aspects of college life. Reflecting on the challenges faced over the last three years we must also focus on empowering learners to focus on positive strategies for mental wealth, and the things they can do to help maintain mental wellbeing.
Further develop student support services to enhance student resilience and improve outcomes
Form a task and finish group to devise and implement a strategy for student mental wealth
Introduce and evaluate a counselling service to effectively triage learners with low mood or anxiety
Support delivery of mental health services through closer partnership working with Manx Care (Recovery College) and introduction of an accredited counselling pathway
Plan and deliver an enrichment programme which enables students to work collaboratively through a range of activities
Ensure equality of access and student engagement to high quality education and support through systematic evaluation of policies, processes and data
Further develop information, advice and guidance services (IAG), informed by best practice, stakeholder feedback and selfassessment, to improve student outcomes
Widen access to activities which stretch and challenge students, and enable development of core skills
Undertake a systematic review and impact assessment of policies in order to ensure effective advice and guidance, and to maximise retention and achievement
Establish a performance review framework and develop a "score card" report to enable analysis of key data at set intervals
Form a working group and engage with external stakeholders to develop a refreshed careers education policy, informed by sector standards
Undertake a mapping exercise to ensure that all full time students have access to a minimum of two meaningful work based encounters each year
Further develop achievement in national and local competitions including the annual UCM Skills Test competition, celebrating knowledge and skills across the curriculum
Extend and promote more widely access to enrichment activities which enhance employability and enjoyment, and which promote wellbeing, resilience and fitness
Form a task and finish group to review and refresh the tutorial programme, ensuring that core skills are a golden thread
Work with students and employers to develop student and graduate attributes which encompass future skills and celebrate and promote the talent of UCM's further and higher education students
2023 June 2024 Recovery College progression to UCM 20% 45 students to achieve counselling cert.
April 2023 March 2024 Awareness of enrichment programme 85%
February 2023
April 2023 October 2024 Full time attendance 90% (FE)
May 2024 October 2024 Achieve the MATRIX standard
April 2023 June 2024 90% FT students to have 2 work based encounters each year.
April 2023 June 2024 All curriculum areas to participate in the Skills Test. Achieve award.
April 2023 June 2024 Positive survey outcome of 85%
May 2023 September 2024 Progression to study or employment 94% 2025
September 2023 September 2024 Improve progression to further study or skilled employment to 94% September 2025
Skills for the Future:
Offer a high quality, agile and challenging curriculum which is focused on skills for the future, widens access and delivers excellent outcomes
Our students need the knowledge, skills, attributes and qualifications to navigate work, study and life in the 21st century. High-level skill development such as complex problem solving, critical thinking, analytics, logic and creativity need to be embedded within all curriculum areas, to address needs around employability and the changing world of work. We need to continue to look outward and be prepared for the rapid changes in society and skills, leading the way on the Island’s skills agenda and enabling access to lifelong learning, education and training.
Further develop and promote access to lifelong learning, upskilling, retraining and entrepreneurship, through implementation of a comprehensive adult skills plan
Further develop alternative vocational programmes for school age students to maximise progression and individual potential
Implement a curriculum strategy and planning cycle which is focused on the skills needed for the future
Develop and implement an adult skills strategy, focused on widening access to lifelong learning, upskilling and retraining, in consultation with employers, generating the skills needed for businesses to grow and providing UCM with an additional income stream
Proactively monitor and evaluate data in order to inform quality improvement, improving outcomes in excess of sector expectations
Widen engagement in HE and establish new markets, including international students, online and day release courses and research partnerships
Working closely with government agencies and employer partners introduce a return to work training initiative
Develop blended programmes to meet the emerging needs of the economy in Information and Communication Technology, working closely with relevant agencies
Evaluate existing 14-16 initiatives through review of staff, school and student feedback, progression, retention and attendance
Form a working group to develop and pilot alternative approaches to 14-16 full time curriculum, enabling progression to employment or study
Develop (and regularly review) clear curriculum pathways, from non-accredited programmes through to level 7 for all key sectors
Review Level 1 full time provision to provide routes which enable effective and timely progression to work and/or Level 2 study
Undertake a mapping exercise on modes of delivery, identifying and addressing course areas which require further development in respect of online or blended delivery
Prepare for Level 3 curriculum reforms, through a comprehensive implementation plan to increase work placement capacity
Introduce a working group to develop a relevant sustainability curriculum embedded at all levels
Rapidly develop a central reporting suite which is informed by best practice in the FE sector
2023
2023
2023
2023
2023
February 2023
May 2023
2023
January 2024
September 2025
plan in place for September 2024
of alternative provision in place
Blended delivery development plan in place
Work placement capacity in place September 2025 +100 places
2024 Sustainable curriculum map
2023
Self-assessment and scorecard reports in place
Further develop systems to capture and analyse destination and equality data, to inform curriculum planning and quality development plans February 2023 June 2024 Live report in place. Additional Tribal modules completed
Work closely with DESC in the development of high quality, flexible pathways into teaching and training
Develop new flexible postgraduate routes to support career development or transition, working closely with employers and DfE
2023
2022
2024 Increase number of teachers trained on the Island to postgraduate level
2024 Increase postgraduate starts by 50% by 2026.
Further develop the Research Vannin project to increase the knowledge transfer and research which contribute to the Island’s businesses, sustainability and community January 2023 September 2024 Recognised research for sustainability 2026.
Review and further develop programmes at Level 4 and above including reviewing the curriculum offer (subjects and mode) to enable access to work-based degree level study
2023
2024 Increase PT HE by 50%
Staff Excellence: Foster a culture of innovation, development and collaboration, positioning UCM as an Island leader in
education, research and training
In order to achieve excellence, we must focus on continuously developing the skills, knowledge and the experience of our managers, lecturers and support staff. Through investing and recognising staff excellence we ensure that staff can reach their full potential, and learners able to learn in ways which embrace and celebrate new technologies and innovative and individualised ways of learning. Through the development of support staff we ensure that creativity, innovation and high standards prevail within the whole UCM community. Ultimately we will have a workforce who are innovative, creative and able to deliver for the needs of today and tomorrow, effectively showcasing UCM’s aspirations to inspire, challenge and empower.
Continue to build research capacity which informs our teaching, supports our Island economy, celebrates staff expertise and maintains a cutting edge curriculum
Evaluate the existing research programme and deliver a refreshed approach aligned to UCM and Island need
January 2023 September 2024 Increase published research by staff and students to 10 in 2026
Continuously improve the quality of teaching and learning to deliver great outcomes
Develop a hub for the Island to engage with key global educational and knowledge creation networks and which supports staff and students in demonstrating professional industry standards
Showcase current and emerging teaching practices through media and awareness events which celebrate the best in pedagogic and vocational practice
Develop and implement a Teaching and Learning Model, for the staff and by the staff, which promotes excellence in teaching and learning, and is understood by all
Form a Technology Enhanced Learning group to pilot initiatives and oversee implementation of digital learning strategies
Review quality assurance processes in line with the new UCM quality framework and evaluate its effectiveness through peer review (2024)
Further develop self-assessment processes for programme areas and types including HE, adult and prison education, utilising external expertise
Further develop the learning walks process to ensure oversight at programme level and to provide timely, constructive feedback to programme teams
September 2023 July 2024
Introduce Higher Education conference
September 2023 July 2024 6 articles/events in 2023/24
October 2022 September 2023 Model published and implemented
September 2023 June 2024 TEL group formed and working plan in place
November 2022 March 2024 Successful peer review March 2024
November 2022 March 2024
Develop a UCM Staff Development Policy and strategy which is aligned to aims and focused on great teaching, unlocks leadership potential and delivers great outcomes
Develop a leadership programme for existing and emerging leaders through effective development, coaching and succession planning
Introduce and evaluate the Aspiring Managers programme
Review and refresh the staff development programme to articulate learning paths, enable year around access to high quality training, embed sustainability practices and support progression within UCM and wider government, aligned to organisational need
Further develop new to teaching and new to FE programmes to ensure effective support for new teachers and excellent pedagogic practice
March 2024
November 2022 March 2024 Successful peer review March 2024
January 2023 June 2024 Leadership programme, with key dates in place
January 2023 June 2024 90% achievement for year 1
January 2023 November 2023 Completed
Further develop internal comms to enhance knowledge sharing and collaboration
Through staff collaboration, develop a coherent comms framework for all staff
September 2023 June 2024 Dedicated programme offer in place
March 2023 September 2023 Completed
Smart, Safe and Sustainable: Create safe, sustainable, flexible and vibrant learning environments informed
by best practice
In the 21st Century learning environments extend beyond classrooms and workshops, instead they encompass online platforms, digital technologies and flexible study spaces. Whilst millennials learned to adapt to technologies for Gen Z these technologies are assumed and we must adapt to meet their needs. Sustainable development means that when meeting the needs of the present, we do not compromise the ability of future generations to meet their own needs. So being sustainable is about everything we dowe want to reduce our carbon footprint, use resources carefully, reuse, recycle, engage and inform.
Implement a sustainability model which informs curriculum development and resource management, and informs wider Island practice
Develop and implement an accommodation strategy focused on future skills needs, sustainability, student experience and smart campus initiatives, and informed by best practice and stakeholder engagement
Introduce five working groups to develop the model in consultation with stakeholders and agree key performance indicators
Further develop sustainability focused provision, including consideration for resources and learning environments
Initiate a working group to identify UCM’s carbon footprint and identifying emissions and waste reduction strategies
Develop and implement a new course costing model which incorporates value for money, viability and impact assessment for EDI and sustainability
Share emerging practices with employer and government agencies, informed by best practice in vocational and higher education and the private sector
Form a campus strategy group to undertake a full review of existing and potential campus provision, in order to provide an effective "shop front" for further and higher education on the Island
Undertake a full conditional survey and feasibility study in relation to existing facilities and curriculum developments to inform strategic planning with particular reference to emerging needs and curriculum reform (renewables etc)
Further develop sports and fitness facilities which enhance the sports curriculum and enable wider staff and student participation in health and wellbeing activities
Further develop student services facilities which are vibrant and inclusive, and focused on individual need
Introduce additional flexible study, staff and recreational spaces across campuses to enhance social interaction and opportunities for personal study
Design new spaces that are adaptive to future skills needs, can be multi-functional and easily reconfigured in consultation with stakeholders
Accommodate meeting, large lecturing and event spaces for businesses to work collaboratively within UCM
Working closely with government agencies and explore options for student accommodation which support growth in higher education on-Island
March 2023
December 2024 5 working groups with defined KPIs
April 2023 June 2024 Introduce 5 sustainability courses
March 2023
December 2024 Reduction in waste by June 2025
May 2023 June 2024 Fully costed curriculum model in place
September 2023 December 2024 Sustainability Conference to be delivered
April 2023 March 2024 Long term Accommodation Strategy in place
April 2023 March 2024 Survey and study completed First stage completed
April 2023 March 2024 Increased access to on-site health and fitness activities
September 2023 September 2025 Refreshed Student Services accommodation in place
April 2023 March 2024 Long term Accommodation Strategy in place
April 2023 March 2024 Long term Accommodation Strategy in place
September 2023 June 2026 Additional spaces introduced at UCM site
April 2023 September 2024 Feasibility study completed
Stakeholder Engagement:
Provide an outstanding service which is focused on the needs of all of our stakeholders, supporting growth and prosperity on the Island
As an Island we have a long term history of democratic engagement. UCM is the Island’s only post-16 college and it is essential that we listen and engage with our stakeholders. In doing so, we ensure that our curriculum is relevant and future focused. In working with our partners we can bring about positive change in consultation with our community of students, staff, parents and carers, governors, schools, government agencies, employers, charities and other local organisations.
Further strengthen the roles of governors in respect of quality of provision
Review UCM values to ensure alignment to the strategic plan, and which underpin staff excellence systems and student experience
Systematically engage with stakeholders to inform quality improvement and curriculum development
Introduce a link governors’ programme, refreshed induction package and strengthened support for UCM self-assessment processes
Introduce the role of Clerk to act as an effective interface between the Board and the UCM leadership team, and oversee governance processes including annual selfassessment of the Board
Form a working group to review UCM values and align them with stakeholder engagement and staff performance and recognition activities
September 2023 June 2024 Link governor for each area
September 2023 June 2024 Establish governors’ self-assessment process
April 2023 October 2024 Values launched
Extend the Future Skills programme at sector level, hosting sector level forums at key intervals, to provide an effective and pro-active interface between UCM, employers, government and employer groups, and ensure that the curriculum remains future focused and aligned to the Island Plan
Proactively review the strategic plan and performance framework with staff and stakeholders through a review cycle
Further develop student engagement processes to inform quality, curriculum and the student experience
Further develop communications for parents and carers to enable smooth transition from school to college
Implement a new website, informed by key stakeholders, that provides an enhanced user experience
February 2023 June 2023 Central Skills meeting every six weeks
September 2023 June 2024 Cycle to be agreed and enacted
January 2023 September 2023 Student Constitution in place
March 2023 June 2024 Parents survey with 90% satisfaction
January 2023 September 2024 New website in place
