2017-2022 transformation strategy - outstanding college · principal ceo chair of governors career...

2017-2022 TRANSFORMATIONSTRATEGY

CONTEXT

Table of Contents

1. Foreword from Chair & Principal CEO Page 4

2. Notable Achievements Page 5

3. Vision, Mission, Values and Culture Page 7

4. Transformational Goals Page 9

5. Enabling Goals Pages 12-18

6. Summary Page 18

1.1 Foreword

Without a doubt, great opportunities and challenges will mark the next decade as the United Kingdom exits the European Union. Within this historical context, Farnborough College of Technology (FCoT) will be an active and influential participant within the South East.

To this end, the College aims to consolidate its position as an outstanding provider by building on its current platform of excellent specialist technical and professional education.

As a result, this strategic plan has been written in consultation with colleagues and stakeholders which has informed our transformational goal for the next 5 years.

We will continue to work with colleagues and partners in Rushmoor, Hart and the wider Enterprise M3 LEP and acknowledge gratefully their contribution to our strategic direction. Together we will build ladders of opportunities for individuals, communities and employers.

Virginia Barrett Martin Earwicker Principal CEO Chair of Governors

Career Ladder of Opportunities

RETAIL CEO

University Centre Farnborough

Regional Director District Manager

District Manager Store Manager

District Trainee Manager Assistant Buyer

Store Manager Sales Associate

Assistant Store Manager

Cashier / Stock Clerk

Apprentice Apprentice

Managem

ent

Technical

4

FCoT is an outstanding medium sized college with two main campuses. The College has been successful in delivering excellent quality outcomes whilst sustaining outstanding financial health. As a result noteworthy accomplishments over the past five years include:

• A £5.5m Aerospace & Automotive Academy (AAA) was opened in 2011 by the then Secretary of State for Business, Innovation and Skills, Sir Vince Cable. This was enabled through careful husbandry and co-investment of £400K from HEFCE

• A brand new University Centre (£7.7m) opened in 2016 was part funded by the Enterprise M3 LEP• Consistent top 10% position amongst high performing colleges for both FE and

Apprenticeship success• Partnership with the University of Surrey which allows us to provide accessible local

HE provision for learners destined for the workplace. As a result, the College has HE participation which remains above the average for the sector

• A position for growth over the next 5 years with less reliance on grant funding (currently 65% grant funding).

• The College is also Debt free with good reserves

1.2 Notable Achievements

5

Within the context of declining national grant funding, varying 16-18 demographics and greater competition, these accomplishments are significant. They have been the result of effective leadership and teamwork from the boardroom through to the classroom and provide a solid foundation for the next phase of our journey as outlined in this plan.

Development of our Transformation Strategy:A broad prospective was taken in the development of this strategy including consultation with schools, local authorities and County Council members, consideration of LEP priorities and a general PESTLE analysis (Appendix 1), as well as consultation with governors and college staff (Appendix 2). The former demonstrates the context in which we currently operate and are predicted to operate in for the foreseeable future. This remains challenging and requires us to enhance our agility through both effective leadership and engaging staff.

6

VISION, MISSION, VALUES AND CULTURE

Our overall purpose (mission, vision and values) has been influenced and guided by (1) the challenges and opportunities of the internal and external environments in which the College operates and (2) the College’s ambition for learners, staff, communities and businesses. Additionally, the College currently has a very strong high performance ethos and as we pursue our Transformational Goal over the next 5 years the culture of the College will evolve on this foundation. For example, we will be innovative and entrepreneurial whilst at the same time being systematic (disciplined and risk aware).

Innovative Entrepreneurial Systematic

Collaborative Openly Transparent

Culture

People Centric High Performing

Values

100% of programmes help people gain skills and experience to be

successful in life

A Community University that serves businesses and people

across the region

Vision

Respectful Inclusive Socially Responsible

Mission

8

OUR TRANSFORMATION GOAL FOR THE NEXT FIVE YEARS

Summary overview of our current state

Since 2008, some of the continued threats detailed in Appendix 1 (PESTLE) have resulted in a 26% decline in college income, from £21m to £15.5m. In order to stem this decline and ensure the College’s long term viability, significant changes are necessary. Consequently this transformational strategy has clear goals to increase revenue income and continue to cut costs in order to:• Focus funding into frontline services;• Better serve communities across the region through a network of

partnerships and greater responsiveness;• Maintain an outstanding trajectory to provide best value for money.

10

‘Outstanding and expanding 21st century, entrepreneurial college with a reputation for being innovative, learner and

employer centric’

OUR SINGLE TRANSFORMATIONAL GOAL

FIVE ENABLING GOALS

To achieve our transformational goal, we have identified the following 5 enabling goals/objectives necessary for successful transformation over the next 5 years:

1. Maintain our excellence trajectory to be a model of best practice renowned for innovation and high performance

a) Build on an already outstanding track record for student achievement and progression with continuous improvement• Above average student success remains our

highest priority. Therefore academic and support areas will systematically use data to optimise decision making

• All levels of management will effectively plan and monitor performance to ensure FE, HE and Apprenticeship achievement rates are maintained within the top 10% of high performing colleges

• 3%-5% above average student satisfaction will be a key indicator of outstanding outcomes

• A Progress Excellence framework will empower learners to do their best and achieve more than a qualification

b) Staff is our greatest asset and will therefore be empowered annually:• Annual professional development plans will

standardise outstanding performance and ensure student achievements (results, skills and progression) are linked to unrivalled high quality teaching, learning and support

• A Leadership programme at all levels will ensure FCoT is synonymous with innovation and high performance. For example TLC (Teachers’ Leadership in the Classroom) and a culture of research & development

• Annual whole college collaborative projects will break down barriers and improve productivity

• Recognise and celebrate success at all levels (in-year & end of year)

• Build on existing rewards system for ‘beyond outstanding’ performance

c) Quality Validation / Kite marks • Annual excellence targets will protect the

College’s outstanding Ofsted validated status• Annual ‘culture transformation’ initiatives

will ensure the College realises its ambition to be a regional college with a national reputation of excellence.

• Through annual submissions - win accolades, recognition and kite marks of excellence, diversity et al (AoC, TES, Ofsted Best Practice Study etc)

13

IT Ladder of Opportunities

CHIEF IT OFFICER


Director of IT Senior Manager

IT Manager Systems Analyst

IT Consultant Senior Developer

Project Manager System Administrator

Network Manager Technical Support


Managem

ent

Technical

FIVE ENABLING GOALS (cont.)

2. Retain ‘outstanding financial health’ by diversifying our income streams & evolving finance as a strategic asset

The impact of the 2008 downturn is still being felt within the sector and it is clear that the Brexit vote will result in significant changes all round. We will therefore continue with diversifying our curriculum offer so we become less reliant on any one grant income:

Achieve growth of approximately 20% (£15.4m to £18m) with a responsive Group Structure for technical education, Loans’ Students, Special Education Needs, HE, 14-16, Online Learners etc.• Achieve 1% annual efficiencies with

systematic and integrated use of technology in both core business and support functions

• 100% of the College’s curriculum will be fully informed by LMI in terms of annual total demand for the region

• Annual consideration of Government initiatives (National Colleges, Institutes of Technology, Apprenticeship 2020 targets etc.) to continuously stand out as a model of best practice within an FCoT Group structure.

• Identify opportunities each year to continue evolving finance as a strategic asset:

Annual capital investment will support outstanding front line services Business modelling will support curriculum development Benchmarking performance against sector norms will inform best practice Enhanced reporting systems will enable easy access to data and assist decision making

14

Engineering Ladder of Opportunities

ENGINEERING CEO


Vice President of Engineering

Engineering Executive

Director of Engineering

Chief Engineer

Engineering & Innovation

Manager

Principal Engineer

Senior Engineer Senior Engineer

R & D Project Manager/

Supervisor

Engineering Technician


Managem

ent

Technical

3. Improve the estate and the use of technology to enhance the learning environment & sustainability within a 21st Century college

Over the next 5 years £16m will be spent to improve and build new facilities. Amongst other things, the property strategy will:

• Be informed by LMI and other collaborative priorities to increase engagement and maintain our position amongst the top 10% of highest performing colleges.

• Create distinct environments - FE, HE, Apprenticeship, Workplace Learning and Business Enterprise, to best serve learners and communities

• Incorporate spaces for innovation and creativity to ensure learners have excellent transferrable skills and the ability to adapt to the changing needs of industry (Innovation Hub, Entrepreneurial Centre etc.)

• Evolve outstanding facilities such as a 14-25 LLDD Centre, HE Zone and Aldershot Construction Centre.

• Annually identify opportunities and funding to enhance students’ learning experience and accessibility with innovative use of technology

• Ensure campus development and annual capital investment enable flexible learning with mobile technology, planned campus-based lessons and bespoke online courses and workplace learning


15

Construction Ladder of Opportunities

CHARTERED PROFESSIONAL IN CONSTRUCTION MANAGEMENT


Senior Project Manager

Senior Contracts Engineer

Project Manager Senior Civil Engineer

Site Manager Construction Specialist

Site Supervisor Civil Engineer

Team Leader Trade Specialist


Managem

ent

Technical4. Forge greater partnerships to grow from a position of strength

Evolve a collegial and collaborative culture to ensure we are an invaluable member of the ecosystem across Enterprise M3 LEP areas:

• Establish an Industry Board to: Advise on & shape the College’s engagement & service to employers; Embed LMI and employers at the heart of the curriculum; Engender joint ownership and make outstanding public value contribution

• Harness partnerships to grow as an employer and learner-centric organisation: 14-16s in Rushmoor, Hart and surrounding areas to enable successful transition into Post 16 Technical Education (250 by 2022) 16-18 participation (1900 by 2022) with greater inclusiveness Apprenticeships and workplace learners (1000 by 2022) LLDD/High Needs students (200 by 2022) with greater accessibility, participation and progression Loans / full cost learners (1500 by 2022)

• In collaboration with the University of Surrey, employers and other partners, increase inclusive HE participation (prescribed / non-prescribed) by 68% (from 600 to 1005)

• Annually develop new partners for online delivery - FE, HE, Workbased, CIAG et al• Accelerate growth and attracting resources to the College through at least 1 strategic

partnership consideration each year (subcontracting, acquisitions/mergers)• Engage communities through use of the

College’s facilities (public access) to the Theatre, Restaurant, Hair & Beauty Salons, Nursery, Library and the Gym


16

5. Develop a marketing plan that supports this strategy to increase participation, enhance reputation and the bottom line. This includes plans and initiatives to:

• Achieve planned growth of 20%• Support an outstanding reputation• Annually ensure students and other stakeholders have Labour Market Intelligence (LMI) to

make informed decisions• Actively engage with stakeholders in businesses, schools, local authorities, communities and

community groups to ensure FCoT is the ‘go to place’ for business, community and individual solutions

• Ensure marketing campaigns reflect and reach out to the diverse communities in the local area


17

6. In Summary - Realising Our Goals

In a world of Area Based Reviews, the uncertainties surrounding Brexit and declining public funding, our new strategic plan is without a doubt ambitious. It challenges us to think more entrepreneurially and to take competitive advantage of the position of

strength we currently hold. Failing to do so could undermine this position in the future. We are therefore very excited about this next phase of our journey as we evolve to be a 21st Century FE/HE institution that is a model of best practice, within the communities we have helped to strengthen.

‘Outstanding and expanding 21st century, entrepreneurial college with a reputation for being innovative, learner and

employer centric’

OUR SINGLE TRANSFORMATIONAL GOAL

1. Maintain our excellence trajectory to be a model of best practice -renowned for innovation and high performance 2. Retain ‘outstanding financial health’ by diversifying our income streams & evolving finance as a strategic asset3. Improve the estate and use of technology to enhance the learning environment & sustainability within a 21st Century college4. Forge greater partnerships to grow from a position of strength5. Develop a marketing plan that supports this strategy to increase participation, enhance reputation and the bottom line

FIVE ENABLING GOALS


18

ACRONYMS

• AOC: Association of Colleges• CIAG: Careers Initial Advice & Guidance • FE: Further Education• FCoT: Farnborough College of Technology• HE: Higher Education• HEFCE: Higher Education Funding Council for England• LEP: Local Enterprise Partnership• LLDD: Learners with Learning Difficulties & Disabilities• LMI: Labour Market Intelligence • MAT: Multi-Academy Trust• TES: Times Educational Supplement • PESTLE: Political, Economic, Social, Technological, Legal, Environmental

APPENDICES

19

Ap

pen

dix 1

Intern

al An

alysis•

Stren

gth

s•

Weakn

esses

Environ

men

tal S

cann

ing

External A

nalysis

•O

pp

ortu

nities

•Th

reats

Stren

gth

s1.

Outstanding O

fsted qualityKitem

ark2.

Outstanding financial health

3.Productive and supportive partnerships

4.Very high rates of student achievem

ent5.

Positive progress and destinations of students

6.D

iverse provision, meeting com

munity

need7.

Flexible, high quality workforce

8.Strong leadership at all levels

9.Cash reserves to support site

development

10.New

flagship UCF building

11.Diversified sources of incom

e

Weakn

esses(N

ational £bn refbelow

) 1.

Farnborough estate condition and efficiency

2.Staffing capacity to respond to increasing

demand

3.U

nderdeveloped technology4.

Declining 16-18 num

bers (£6bn)5.

Nil proportion of schools' grant funding,

notably the virtual decline in collaborative 14-16 provision (£32bn)

6.Too little provision for high needs learners resulting in too few

accessible local places (£5bn)

7.Low

proportion of FE/ H

E loans provision (£20bn per year by 2020)

8.Low

apprenticeship market share (£2bn)

PO

LITICA

L

National initiatives and events create opportunities &

threats for the College

•Brexit (O

/T)•

ABR driving on few

er, bigger and more sustainable colleges (O

/T)•

Continued reduction in public funding w

ith increasingly greater private funding (loans, levy) (O

/T)•

Contract and devolution of adult skills funding (O

/T)•

New

competitive structures (Institutes of Technologies, A

cademies, M

AT...)

(O/T)

•3m

apprentices by 2020 (O/T)

•Proliferation of school age provision (O

/T)•

Doing m

ore for less coupled with dem

and for higher quality (Ofsted, m

inimum

standards etc) (T)

•Current local governm

ent policy of little or no 6th

Forms in local schools (O

)

ECO

NO

MIC

•Continued im

pact of 2008 economic dow

nturn•

LEP skills demands (O

)•

LEP capital grant funding (O)

•D

emand for highly skilled technical em

ployees (O)

•Strong local and regional econom

y (O)

•Very significant presence of S

MEs in the regional econom

y (O/T)

•Productivity (G

ross value added) high for region (O)

SO

CIA

L

•D

eclining 16-18 demographics until 2019 (O

/T)•

National and local underperform

ance of white w

orking class males (O

)•

Low levels of unem

ployment in R

ushmoor (0.9%

) and Hart (0.5%

) coupled with low

qualification levels in R

ushmoor and H

E Participation ‘cold spot’in Aldershot presents

opportunity for growth in H

E & Professional updating/education and training (O

)•

Greater dem

and for special educational needs and disabilities provision(O)

•Significant grow

th in numbers of older people (O

)

TECH

NO

LOG

ICA

L

•Student dem

and for greater flexibility with accessible learning (O

)•

Greater autom

ation of business functions(O

)•

FELTAG

-(Further Education Learning Technology A

ction Group) -

(0)•

Changes to teaching and learning skills (O

/T)

LEGA

L

•RPA

–Raising the Participation A

ge•

Apprenticeship R

eforms (Levy, end point assessm

ents, new standards) (O

/T)•

Technical and Further Education Bill, incorporating Insolvency R

egime (O

/T)•

Higher Education bill, including the Teaching Excellence Fram

ework (O

/T)•

16-19 qualifications reform (study program

mes, N

ew A

levels, GCSEs) (O

)•

Post16 Skills Plan &

Report of the S

ainsbury Panel on Technical Education (O/T)

ENV

IRO

NM

ENT

AL

•G

reen initiatives and sustainability (O/T)

•Surplus teaching space regarded

as inefficient (O/T)

20

Ap

pen

dix 2

a

The follow

ing

sum

marises th

e top 5

SW

OT an

d p

riorities from th

e stakeholder con

sultation

at staff conferen

ce

Top 5

SW

OT R

esults

TOP

5 S

TREN

GTH

S

Finan

cial Health

1O

utstan

din

g Q

uality kitem

ark2

Stu

den

t-centric

3S

taff comm

itmen

t to success

4W

elcomin

g an

d in

clusive eth

os5

TOP

5 W

EAK

NES

SES

Marketin

g an

d visib

ility in com

mu

nities

1IT facility an

d system

s2

Estates3

Effective respon

se to govern

men

t policy to p

rodu

ce outstan

din

g ou

tcomes (e.g

. math

s and

En

glish

entitlem

ent)

4

Con

sistent su

pp

ort for staff to ensu

re they are p

roperly eq

uip

ped

and

resourced

to deliver

‘beyon

d ou

tstand

ing

’ services5

TOP

5 O

PP

OR

TUN

ITIES

Wid

er stakehold

er eng

agem

ent to m

eet un

met d

eman

d1

Harn

essing

techn

ology for g

rowth

, comm

un

ication, g

reater effectiveness an

d

effectiveness

2

Bein

g a lead

er with

in th

e sector by con

tinu

ally strength

enin

g ou

r own

position

with

out

pu

tting

it at risk3

More effective m

arketing

comm

un

ications to m

eet un

met d

eman

d4

Grow

th op

portu

nities availab

le to goo

d an

d ou

tstand

ing

provid

ers5

TOP

5 TH

REA

TS

Risk of m

erger

/ takeover1

New

and

increased

comp

etition, cou

pled

with

lack of clarity aroun

d b

rand

iden

tity2

Com

petitors h

ave better facilities

3N

ot keepin

g u

p w

ith tech

nolog

y4

Low key com

mu

nity p

resence an

d em

ergin

glocalism

agen

da

5

21

Ap

pen

dix 2

bTO

P 5

PR

IOR

ITIES A

ND

CO

MP

ETITIVE FA

CTO

RS

AD

DR

ESS

= W

hat should FCO

T address imm

ediately?P

RES

ERV

E=

What should FC

oT preserve at all costs?A

VO

ID=

What future direction or decision should FC

oT avoid at all costs?C

OM

PETITIV

E FAC

TOR

1=

What does FC

oT do better than other education providers?C

OM

PETITIV

E FAC

TOR

2=

What do other education providers do better than FC

oT?

AD

DRES

SPR

ESER

VE

AVO

ID

CO

MPETITIV

E 1CO

MPETITIV

E 2

1M

arketing, com

munication and

visibility

Com

mitm

ent to student achievem

entU

nwise m

ergerStudent-centric

Use of technology

2Inform

ation Technology (IT) –infrastructure &

useG

ood staffIsolation from

comm

unity and em

ployersFinancial m

anagement

Marketing

3English and M

athsPositive ethos

Depleting financial strength

Reputation for

outstandingCom

munity

presence

4Staff Engagem

entFinancial position

Expanding unwisely w

ithout a strong evidence base &

dataW

elcoming and

positive ethosAccom

modation

5Estate im

provements

& B

rand Identity O

utstanding Kitem

arkBeing inw

ard lookingStaff com

mitm

ent to high perform

ance Clarity of branding

22

2017-2022 transformation strategy - outstanding college · principal ceo chair of governors career...

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