south lanarkshire college strategic plan

South Lanarkshire College Strategic Plan

VISION

INTRODUCTION

Our 2014-2020 Strategic Plan has been developed to link with requirements for future education and training to develop the economy, the Scottish Funding Council Regional Outcome agreement process, Scottish Government priorities and national arrangements for quality assurance and improvement. Our plan covers a six-year period. However, we will review and update this plan after three years when our Regional Outcome Agreement for The Lanarkshire Region is also reviewed and updated.

Around 320,000 people live in the local council area of South Lanarkshire. South Lanarkshire College is located in East Kilbride, the sixth largest conurbation in Scotland, which itself has a population of around 80,000 people.

CONTEXT Our student attainment rates are amongst the top in Scotland across all modes of delivery and rising. The high proportion of students attaining a qualification reflects our passion to do our very best in everything. We recognise that although most students are successful in achieving their qualification as a stepping stone in their life journey, there are still areas where we can make improvements to the student experience. To help us improve, we have robust, quality assurance arrangements in place and we listen closely to our students’ feedback. We implement change and development as necessary, to make things better for them and for future students. Our advanced information technology systems allow students and staff easy access to information through smartphones, tablet PCs and other information technology. We apply innovative and creative ideas to make the student experience the best it can be. We plan to develop our innovative systems further. Our immediate plans include the construction of a new teaching block with an “Outstanding” BREEAM rating to showcase best practice in both accessibility and sustainability.

As we considered preparing this strategic plan, we analysed environmental factors such as: population demographics; employment trends; employer requirements; student profile; views regarding what people want from college education; Scottish Government priorities; Scottish Funding Council aims and Skills Development Scotland information. We also listened to feedback from employers, businesses, various voluntary and other organisations, our community planning partners and South Lanarkshire Council. Further information about our operating environment is published in the Lanarkshire Regional Outcome Agreement. The overall picture of the local economy is a significant negative trend over the past 6-8

years, contrary to the picture in Scotland. Locally there has been a series of significant job losses in major companies. Employment in South Lanarkshire is at a record low, the numbers of under-employed are growing, investment in research and development by businesses in the area is also at a record low and unemployment in South Lanarkshire is at a record high. The number of businesses opening new bank accounts has plummeted. From a history of strong employment, the area is moving to a scenario where it is below the Scottish average across key economic indicators. The local council, South Lanarkshire Council, has set up the East Kilbride Task Force to address specific problems in the economy in the East Kilbride area. It has also set up the South Lanarkshire Partnership Sustainable Economic Growth Board to draw partners together and bring together actions to help reverse the downward trend in the overall South Lanarkshire economy. It is therefore critically important that appropriate funding for education and training is allocated by key funders to enable skills development, and to retain competitive advantage for those in work as well as providing those without education and training the appropriate skills to get a good job and retain it.

To deliver key regional targets for Lanarkshire, we work closely with our partner college, New College Lanarkshire through The Lanarkshire Federation of Colleges. We will also report on key achievements and performance measures to The Lanarkshire Board which is an overarching body charged with governance for the Lanarkshire Region in line with legislation to be passed by the Scottish Government in October 2014.

We promise to do our best to make sure that our plans are not boring!

Chinese Proverb

When planning for a year, plant corn. When planning for a decade, plant trees. When planning for life, train and educate people.

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AWARDS Awards gained by South Lanarkshire College during our previous strategic planning cycle:

• Multiple student awards for success at local and national level

• Investors in Diversity (Level II)• Investors in People Gold Award

(re-assessed and achieved again in 2013)

• UK Green Gown Award • SQA Award for Innovation• SQA Star Awards (various)• Business to College Award• Homes for Scotland Award• UK Borders Agency Highly

Trusted Status

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MISSION

To be Scotland’s leading provider of college education and training.

To ensure learners are well prepared for the future by developing their skills, knowledge and understanding in a high-quality learning environment.

VISIONPage 9

ETHOS

We believe in:PROMOTING EQUALITY AND DIVERSITY:

BEING PASSIONATE ABOUT OUR WORK:

CONTINUAL IMPROVEMENT:

HIGH ACHIEVEMENT:

LISTENING AND ACTING ON FEEDBACK:

SUSTAINABILITY: COMMUNITY AND SOCIAL VALUE:

PROMOTINGHEALTH AND SAFETY

INNOVATION:

“…equality is more than a goal in itself. It is a precondition for meeting the challenge of reducing poverty, promoting sustainable development and building good governance.”Kofi Annan

“Nothing great in the world has ever been accomplished without passion.” Christian Friedrich Hebbel German Poet and Dramatist

“There is only one corner of the universe you can be certain of improving, and that’s your own self.” Aldous Huxley English Novelist

“My mother drew a distinction between achievement and success. She said that achievement is the knowledge that you have studied and worked hard and done the best that is in you. Success is being praised by others. That is nice but not as important or satisfying. Always aim for achievement and forget about success.” Helen Hayes Actress

“Learn to listen, then listen to learn.” Ian Usher Australian Author

“The greatest threat to our planet is the belief that someone else will save it.” Robert Swan First person to walk to both Poles

“Great people create great companies and great companies create great communities. Great communities can change the world!” Peter Strople Canadian Entrepreneur

“Safety does not happen by accident.” Douglas Diggle American CEO

“The future belongs to people who see possibilities before they become obvious.” Theodore Levitt Harvard Business School

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3

We aim to promote SUSTAINABLE behaviours.

We aim to have satisfied STUDENTS.

STRATEGIC PRIORITIES

1

We aim to deliver effective SKILLS training.

We set out our priorities in this section of our plan to drive the development of the college over the next six years. Our priorities are designed to focus us on our responsibilities to:

- serve the needs of the community, organisations and industry in fulfilling their education and training requirements;

- deliver national targets for education and

- support the development of a strong economy. 2


STRATEGIC PRIORITIES

1

We set out our priorities in this section of our plan to drive the development of the college over the next six years. Our priorities are designed to focus us on our responsibilities to:

- serve the needs of the community, organisations and industry in fulfilling their education and training requirements;

- deliver national targets for education and

- support the development of a strong economy.


1 3


Unless commitment is made, there are only promises and hopes; but no plans.Peter F. Drucker

We will support students to perform to the best of their ability. When we asked students what was most important to them about their time at college we received over 1000 responses. 94% responded that achieving their qualification was the most important outcome.

WE WILL:

a. Promote equality, diversity and fairness in all our activities

Actions:i. Maintain Investors in Diversityii. Retain Leader in Diversity status iii. Monitor and publish information

on equality and diversity

b. Deliver high attainment rates

Actions:i. Maintain, and where possible,

improve attainmentii. Investigate and address areas

of low attainment iii. Compare our performance with

national performance measures where these are available

c. Provide high-quality learning experiences

Actions:i. Engage students in innovative

learning and teaching approaches

ii. Listen to student and employer views and act on their feedback

iii. Build on robust quality-improvement activities

iv. Maintain our sector-leading approach to reviewing learning and teaching

d. Be creative and innovative in our approaches

Actions:i. Develop further our innovative

and effective Information Technology solutions

ii. Adopt innovative ways to solve problems and deliver new solutions

iii. Involve students as partners in curriculum design, delivery and change implementation


1

e. Continue to pursue growth

Actions: i. Continue to press the case

for activity levels in the South Lanarkshire area to address: the skills requirements of employers; the outflow of students from the region to other regions; the historic low funding levels for people in South Lanarkshire compared to other regions and the need to train priority groups such as 16-25 year olds and part-time adult returners to education

How will we know if we are successful?In delivering this key strategic priority, the Board of Management and Senior Management Team have identified the following overarching Key Performance Measures as touchstones to monitor:

We enjoy implementing innovative and pioneering techniques and approaches to benefit students, our community and staff. These include areas such as information systems, data management, student communication, low-energy buildings and sustainability. This has helped us to be efficient and effective as well as responding to the Scottish Government’s “Efficient Government” agenda.

Supporting students to become responsible citizens.

Quantitative Target outcome

Post-course destination statistics

Maintain or improve on 74% for FE and HE

Students progressing to university with advanced standing

Maintain or improve on 53,167 WSUMs or equivalent in the new funding model

Qualitative

Accreditation for Investors in Diversity

Analysis of student feedback

Self-evaluation improvement plans

Key Performance Measures

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We have valuable partnerships with almost 1000 employers and are actively considering how we implement further the recommendations of The Wood Commission. Employers provide apprenticeships, work placements, advice on curriculum design and development, sponsorship of workshops and training areas and valuable added-value to students’ learning. We also work with a wide range of partners including other colleges, sector skills bodies, certification bodies, organisations in the voluntary sector and other public sector and private sector bodies who add huge value to the experiences and outcomes for our students and who themselves may have specific education and training requirements.

WE WILL:

a. Offer courses that are destination-driven

Actions:i. Link courses to useful outcomes

for studentsii. Review courses for

appropriateness through the Academic Board

iii. Design new courses with student outcomes in mind

iv. Support new entrepreneurs

b. Engage with employers at local and national level

Actions:i. Build on existing productive

partnerships and develop new partnerships

ii. Continue to build appropriate work experience into our courses

iii. Build on current strong apprenticeship training

c. Nurture strong links with our

Federal partner, New College Lanarkshire

Actions:i. Continue to deliver outcomes for

the Lanarkshire Region through joint working

ii. Continue to contribute actively to the review and monitoring of the Lanarkshire Region Outcome Agreement

iii. Continue to meet and where possible, exceed Regional targets

2

We aim to deliver effective SKILLS training.

For several years the two colleges in Lanarkshire have published a “Regional Outcome Agreement” that covers North and South Lanarkshire and parts of East Dunbartonshire. The document reflects key outcomes for the region including activity levels, student performance and attainment for the SFC region of Lanarkshire. South Lanarkshire College and New College Lanarkshire collaborate on the development and delivery of this multi-college regional agreement.

Students are partners in learning.

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d. Develop productive partnerships with volunteering agencies and community groups

Actions:i. Foster strong working

relationshipsii. Identify opportunities for student

placements where appropriate

e. Align outcomes in operational plans with Government, Funding Council and other public bodies’ agendas for skills’ delivery and training

Actions:i. Take appropriate account of the

findings of the Wood Commissionii. Identify funding opportunities

to enable continuing growth to meet demand

iii. Align college operational plans with national and local priorities

f. Continue to have strong links with South Lanarkshire Council and contribute to targets in its single outcome agreement

Actions:i. Contribute actively to

South Lanarkshire Council’s economic strategy

ii. Engage actively with officers to deliver appropriate courses for school groups

iii. Continue to promote the Energy Academy

iv. Continue to deliver high-quality outcomes through various Inclusiveness Programmes

v. Continue to engage with South Lanarkshire Council in relation to key projects and the vision for the regeneration of the East Kilbride area in particular

2

g. Build on existing strong links with universities and other colleges for student progression

Actions:i. Maintain representation on

articulation groups of local universities

ii. Maintain and increase the places for students progressing to university with advanced standing

iii. Maintain strong links with the Scottish Wider Access Programme

iv. Build on existing cross-regional college partnerships

How will we know if we are successful?In delivering this key strategic priority, the Board of Management and senior management team have identified the following overarching Key Performance Measures as touchstones to monitor:


Post-course destination statistics

Returns from over 80% of the sample

Students progressing to university with advanced standing

Increase on 2014 baseline figures

Exceed targets set in the Regional Outcome Agreement

See Regional Outcome Agreement Lanarkshire targets for student attainment etc.

Qualitative

Action plans from Academic Board

Database of contacts of employers and partners

Outcomes from partnership working

Representation on various key committees and groups at local and national level

South Lanarkshire Council is a key and important local partner. It has a Single Outcome Agreement that incorporates targets covering education and training. Staff from the college meet regularly with staff from the council regarding delivering outcomes. The college is an enthusiastic contributor to the South Lanarkshire Community Planning Partnership, is represented on the South Lanarkshire Sustainable Economic Growth Strategic Board and is a contributor to the work of the East Kilbride Task Force which aims to support the regeneration of the East Kilbride area.

The college has strong articulation arrangements with colleges and Universities in Scotland and England to assist students who wish to progress to more advanced levels of qualifications. Students use their college qualifications as access routes to first year or for direct entry with advanced standing to second or third year of degree programmes. Other students progress to South Lanarkshire College using well-established agreements in place with colleges in other regions.


Someone’s sitting in the shade today because someone planted a tree a long time ago.Warren Buffett

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South Lanarkshire College has begun constructing a new low-energy building on its campus. As well as creating a high-quality learning and teaching environment, we have engaged with appropriate local groups and BRE to make sure that the building showcases best practice in sustainability and accessibility. We try to incorporate what we learn about sustainability and managing scarce resources into our teaching and learning experiences with students.

WE WILL:

a. Promote environmental sustainability

Actions:i. Define and meet energy targetsii. Adopt low-resource approaches

where possibleiii. Encourage staff to consider

sustainability as part of their teaching

iv. Encourage all people in the college to think about resource use

v. Construct a new showcase building to the highest environmental standards and achieve an “outstanding” BREEAM rating under the 2014 standard

vi. Contribute actively to delivering the aims of the Environmental Association of Universities and Colleges

b. Provide opportunities for staff to develop themselves through professional learning

Actions:i. Ensure staff are well qualified;

have suitable expertise; are passionate about learning and act as suitable role models

ii. Provide opportunities for staff to engage in appropriate professional learning to update their knowledge and skills


Cree proverb

Only when the last tree has died and the last river been poisoned and the last fish been caught will we realise that we cannot eat money.

We value our highly skilled and committed staff. We encourage all staff to engage in their own professional learning and we support a purposeful and enjoyable working environment. This helps students to have the best possible learning experiences and supports sustainable growth in existing and new curriculum areas. We have achieved Investors in People Gold award, have been re-assessed at that level and achieved it again in 2013.3

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3

c. Deliver financial sustainability

Actions:i. Meet activity-level targetsii. Monitor efficiencyiii. Seek out new income-generating

opportunitiesiv. Produce a small surplus on

operations each yearv. Manage surpluses carefully

to provide the best possible outcomes for students

d. Promote sound governance

Actions:i. Ensure that the College Board

has a suitable spread of skills and expertise

ii. Ensure that the College Board is informed and engaged

iii. Contribute fully to the development of The Lanarkshire Board and to making it robust and successful

iv. Ensure that The Lanarkshire Board is adequately informed and engaged about the college’s ongoing outcomes and achievements

e. Manage risks effectively

Actions:i. Maintain active risk registers

at college, faculty and department level

ii. Report on the control of significant risks to the College Board of Management

f. Provide effective leadership

and management throughout the organisation

Actions:i. Promote an enjoyable working

environment where everyone is treated with respect

ii. Expect appropriately high standards across all activities and areas

iii. Support high levels of achievement

iv. Ensure that internal and external customers receive the best possible customer experience

v. Make use of best practice and other measures to ensure that service delivery and outcomes exceed customer expectations

How will we know if we are successful?In delivering this key strategic priority, the Board of Management and Senior Management Team have identified the following overarching Key Performance Measures as touchstones to monitor:

Sketch view of the college’s proposed new teaching block. Source: Austin: Smith Lord

Preparing students for employment and other potential destinations.


Energy use figures Year-on-year reduction (see report for EAUC)

Financial performance Year-on-year reduction (see report for EAUC)

Activity level target Meet activity level target (currently 53,167 WSUMs)

Retain Investors in People at Gold level

Qualitative

Analysis of feedback from Professional Learning events

Review of risk register

Board self-evaluation report

Student and third party feedback


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During the life of this Strategic Plan South Lanarkshire College aims to build on its current success: • record levels of student achievement• students performing highly in national

and international events• excellent reports by HM Inspectors

of Education published in June 2007 and January 2011

• very positive internal and external audit reports

• very positive External Verifier reports• raft of awards for innovation and

the environment• meeting key targets for carbon

management• comprehensive approaches for

Professional Learning, leading to a Gold IiP Award

• sound financial controls and continuing financial stability

• new approaches in ICT to support learners and staff.

Students achieving qualifications and success.

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APPENDIX 1

The following information is available from The Office of National Statistics. It provides a useful picture of trends in the local labour market in South Lanarkshire.

A

B

C

D

E

F

G

Local Labour Market Statistics from 2008-12 show that South Lanarkshire has experienced the largest combined reduction in public and private sector employment in Scotland with a higher than ever proportion of economically inactive people. In 2013 this had reached 42,900 people with 30% of these, or 12,900, ‘willing to work’. Of those in employment, there are growing rates of under-employment in South Lanarkshire. This is risen 4.5 points, to 10% since 2008, representing 15,000 people.

Indicator 20% most deprived

20% least deprived

Percentage of working age population who are employment deprived: 2011

26.3 5.0

Emergancy Hospital Admission Rate per 100,000

13,410 6,986

S4: Average tariff score - all pupils: 2011/2012

135 217

% Positive Destinations: 2011/2012

77.2 96.4

No. SIMD crimes per 10,000: 2010/2011

739 110

Inequality of opportunity is an issue.

Business research and development spend is around half the level it was in 2005-06.

The employment rate is above Scottish average but falling sharply in comparison to the rest of Scotland.

The number of people unemployed using the Standard International Labour Organisations (ILO) information is at a record high and more than double that of 2007.

2013 showed the lowest ever recorded in work training activity since records began.

The number of companies opening new business bank accounts is at a record low.

600

78

Scotland

In last 4 weeks

South Lanarkshire

In last 13 weeks

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APPENDIX 2 The table below shows how the college can contribute to outcomes and targets in other related public documents.

Everybody has a plan until they get punched in the face.Mike Tyson

Page 31


Scottish Funding Council Priorities

Scottish Government priorities

Education Scotland reference framework

Skills Development Scotland Goals

South Lanarkshire Partnership Single Outcome Agreement

The Lanarkshire Colleges’ Regional Outcome Agreement

A. Satisfied students

2. Access for people from the widest possible range of backgrounds

A smarter Scotland 2. Impact on learners

Enable people to fulfil their potential

Increase the proportion of households that are coping well or very well financially

Right learning in the right place

4. High quality, efficient and effective learning

A wealthier and fairer Scotland

9.4 Quality culture Reduce the number of half days absence per pupil in secondary schools

High quality learning

1. Efficient and effective regional structures

1. Key performance outcomes

High attainment and achievement rates

High learner satisfaction

Access for all

B. Sustainable behaviours

3. The right learning in the right place

A greener Scotland 3. Staff Working Together to Improve the Skills and Learning System

Reduce total greenhouse gas emissions

Efficient and sustainable structures

6. Sustainable colleges and universities

A healthier Scotland 7. Management and support of staff


A safer and stronger Scotland


High levels of endorsement by external awarding bodies

Efficient delivery approaches


Scottish Funding Council Priorities

Scottish Government priorities

Education Scotland reference framework

Skills Development Scotland Goals

South Lanarkshire Partnership Single Outcome Agreement

The Lanarkshire Colleges’ Regional Outcome Agreement

C. Effective skills training

A developed workforce

A wealthier and fairer Scotland

4. Impact on employers and communities

Making Skills Work for Employers

Reduce the percentage of the population who are income deprived

Right learning in the right place

5. Education, training and lifelong learning

Reduce the percentage of the population with low/no qualifications


8. Partnership and resources

Reduce the proportion of the workforce earning less than the living wage to below the Scottish average

High progression rates


Increase the number of registered businesses per 10,000 adults

Suitable progression pathways

Increase new business start-up rate to pre-recession levels

Learners with appropriate skills for jobs

Provide support for new businesses

Employees with enhanced skills

STUDENTSEQUALITY

PASSION

LISTENING

PLAN

COMMUNITY

VALUE

STRATEGY

DIVERSITY

EFFICIENT

EFFECTIVE

SUCCESS

EMPLOYERS PARTNERS

PERFORMANCE

LEARNING

ENHANCEMENT

GREAT STAFF

SKILLS

INNOVATION

South Lanarkshire CollegeCollege Way, East Kilbride G75 0NE

01355 807780www.slc.ac.uk

south lanarkshire college strategic plan

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