strategic plan - pembrokeshire
TRANSCRIPT
STRATEGIC PLAN
2019 - 2024
I S S U E & VA L I D Issue Date : 01.09.2019 Valid to : 31.07.2024
W E L C O M E T O P e m b r o k e s h i r e C O L L E G E
Pembrokeshire College’s Strategic Plan 2019-2024 sets an ambitious vision for our
development over the next 5 years. Our focus remains on providing first class education and
training to ensure that we best prepare our learners for higher levels of study or the world
of work.
The College’s reputation has grown locally, regionally and nationally over the period of
the previous Strategic Plan as evidenced by the increase in full time enrolments and
apprenticeships. We have highly qualified staff with industry experience and knowledge
whose focus is on supporting and ensuring our learners receive a high quality experience.
We deliver high standards of education and training as evidenced by ‘Good’ and ‘Excellent’
judgements in Estyn WBL and Further Education inspections in 2015 and 2017 respectively
and outcomes are consistently above national comparators. We are financially strong which
enables us to invest in excellent facilities and resources having completed the build of a
new £6.5 million Campus6 Centre and Sports Hall in 2017. We are currently implementing
plans to enhance the learner environment with a further £7.6 million of new build and
refurbishment over the period of this Strategic Plan with financial support from Welsh
Government. As a College we are committed to the Welsh Government’s agenda of working
in collaboration with our partners especially the County Council and Pembrokeshire Schools
in order to ensure that learners in the county have access to the widest range of academic
and vocational opportunities.
This strategic plan has been created following an extensive consultation with a range of
stakeholders including employers, staff, students, the Pembrokeshire College Advisory
Forum and the College Governing Body. We look forward to its implementation.
GREAT RESULTS COME FROM GREAT PLANS.
Caroline Oakley MBE Chairman of Corporation Board
Dr Barry Walters Principal
W E L C O M E02
C O N T E X T & E N V I R O N M E N T04
O U R M I S S I O N08
O U R C U LT U R E & VA L U E S09
S TA F F E X C E L L E N C E10
S T U D E N T E X C E L L E N C E12
S T R AT E G I C G O A L S13
O P P O R T U N I T I E S & C H A L L E N G E S14
D E L I V E R I N G T H E G O A L S16
M E A S U R I N G S U C C E S S 19
PAGE OF CONTENTS
CONTEXT & ENVIRONMENT
W H E R E W E A R E Pembrokeshire College is a dynamic and high quality provider of
further, higher and work-based education and training with nearly
2,000 full-time and 13,000 part-time learners and apprentices. The
College employs over 500 talented and dedicated staff who are
well-qualified, supportive and who care passionately about their
students. Pembrokeshire College offers a comprehensive academic
and vocational offer, covering all curriculum areas, including the
priority sectors of Health and Care, Engineering, Construction,
Food and Farming, Life Science, Information Communication &
Technology, Finance, Tourism, Hospitality, Catering and Creative
Arts.
The College’s impact reaches across south Wales - as we lead
a Consortium of private training providers and colleges for the
delivery of Work-Based Learning (WBL) Apprenticeships and
Traineeships, working with more than 3,500 employers. The high
priority given to the skills agenda by the Welsh Government has
prompted the College to capitalise on its expertise in WBL leading
to a significant expansion in this provision. As the Consortium lead,
WBL is becoming an ever increasing proportion of the College’s
activity which emphatically delivers occupationally competent
individuals into the workforce. Pembrokeshire College currently
holds the third largest contract for Apprenticeships and Traineeships
in Wales and plans to maintain its presence in this sector when the
new WBL contract is tendered in 2019. Linked with this is our focus
on the agenda to re-engage individuals with the workplace, which
we do through our employability programmes and the Employability
Bureau.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
I N V E S T I N G I N E D U C AT I O N We are proud of our educational heritage and are aspirational
about our future. The College is mainly based on one campus in
Haverfordwest but there are smaller offices for outreach work-
based in Pembroke Dock and Milford Haven. We have excellent
facilities and resources and have invested over £2.3 million in
engineering, hospitality and IT resources since 2016/17.
We are financially strong, which enables us to invest in our College
as can be seen by the new £7million CAMPUS6 Centre opened in
September 2017 which was jointly funded by Welsh Government.
The College has recently had a £7.4 million envelope of funding
approved by Welsh Government in relation to further reinvestment
into the current campus which will see refurbishment with state of
the art classrooms, engineering workshops, learning resource areas
and social spaces.
training as evidenced by ‘Good’ and ‘Excellent’ judgements in both
Estyn Further Education (2017) and Work-Based Learning (2015)
inspection reports. Indeed, for the overarching Key Questions and
sub Key Question quality indicators both inspections achieved 9
‘Good’ Judgements and 6 ‘Excellent’ judgements. Leadership and
Management in both inspections was deemed to be ‘Excellent’.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
A C U LT U R E O F A S P I R AT I O N As a College, we are committed to developing a ‘culture of aspiration’
for our students, employers and communities. Our 2019-2024 plan
could not be predicated on a better start, with excellent A-level
and Extended Diploma results for 2018, 22% of A-level entries
achieving A or A*, 84% of A-level entries achieving an A*-C at a
time when our A2 and AS level cohort has increased to well over
300 students and when we are offering 27 courses. Large numbers
of A-level learners progress to universities including Russell group
institutions. In terms of A-level Value Added the College recently
received certification from ALPS (A-level Performance System) as
we have a three year Value Added score that indicates our results
are in the top 25% of 2,580 schools and colleges across the UK.
Likewise vocational results are equally impressive with 31% of
Extended Diploma students achieving Distinction*/Distinction
grades. Over 100 vocational learners also progress to university
demonstrating that A-levels are not the only route to higher levels
of learning. Apprenticeship outcomes are equally strong both for the
College and also for the Consortium that we lead being consistently
at, or above national comparators.
A R E S P O N S I V E C U R R I C U L U M Pembrokeshire College will develop and deliver curriculum that
responds to the economic requirements of Pembrokeshire, West
Wales and beyond. The College focus is very much on many of
the Welsh Government’s priority sectors of Advanced Materials
& Manufacturing, Tourism, Life Sciences, ICT, Energy and the
Environment, Food and Farming, Creative Industries, Construction
and Financial Services - sectors which are also of regional significance
as outlined in the Regional Learning and Skills Plan.
The economic infrastructure in the county is one that is dominated
by small businesses and those who are self-employed. However, the
multi-national businesses based on or around the Haven waterways
form an extremely important part of the economic make-up of the
county, through which a significant proportion of the UK’s oil and
gas is imported. In addition, alternative green energy enterprises
are also developing in the south of county including wave and
tidal energy and the College is exploring training opportunities in
these areas. The College has developed an extensive curriculum
in further and higher education and apprenticeships around this
sector’s requirements. The engineering sector is therefore key for
Pembrokeshire largely because of the energy industry and currently,
there are in excess of 1600 people employed in the area.
Use of economic modelling software which predicts job growth
over the next five years, suggests sectors such as Electrical and
Electronic Engineering are predicted to grow by 10% in terms of jobs
and Mechanical Engineering opportunities are predicted to grow
by 8%. Another developing engineering area is in food technology
and the College is launching a food processing and maintenance
apprenticeship route and a new Further Education programme
in September 2019 in order to meet the needs of this developing
sector. One of the largest growth areas over the next 5 years will
be in digital technologies. The requirement for programmers and
Software Development Engineers is predicted to grow by 52% in
terms of jobs within the south west Wales region.
Whilst the population of Pembrokeshire of circa 125,000
(with approximately 55,000 in work), will remain somewhat
unchanged over the next five years, there will be a notable
ageing demographic. The Regional Employment and Skills Plan
highlights many of the challenges that the South West faces in
the future with GVA in the region lagging behind other regions
across the UK and an ageing population – those over the age of
65 accounting for 22% of the population in the South West. This
will in turn require a replacement workforce.
CONTEXT & ENVIRONMENT
PEMBROKESHIRE COLLEGE STRATEGIC PLAN
T H I S P L A N C O V E R S Our mission
Our culture and values
Our students and staff
The challenges and opportunities that we face
How we will deliver the strategic goals over the five year period
How we will measure our success
With this ageing demographic the Health and Social Care sector
remains key, currently in Pembrokeshire there are 4,800 people
employed in this sector and this is expected to increase over
the next five years. Currently nearly 25% of full-time Further
Education learners enrol on courses in SSA 1 as the College
responds to the growing opportunities within this sector. The
College is also working with Carmarthenshire County Council in
relation to the opportunities that will arise through the Llanelli
Wellness Village and also runs a Destination NHS employability
programme for Health and Social Care and Health and Social
Science learners incorporating workshops, masterclasses and
work placement within the NHS.
Another sector that is critical for Pembrokeshire is Hospitality and
Tourism. This sector currently employs in excess of 6,500 people
and is expected to grow in number by around 3%. Bluestone
is now firmly established as a holiday destination employing in
excess of 800 people and has provided significant additional
employment opportunities over the last 5 years. The College has
also developed a Tourism Destination employability programme,
again incorporating masterclasses and work placement to better
prepare learners to enter the employment market.
Pembrokeshire College will focus its delivery to ensure the
demand identified is met and the College also has the ability to
react to emerging demands once identified. We believe we have
a responsibility to provide first class education and training to
ensure that Pembrokeshire has an emerging workforce ready
and able to meet the challenges and economic demands of the
future, and to promote community engagement in skills.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
OUR MISSION P e m b r o k e s h i r e C o l l e g e i s c o m m i t t e d t o c r e at i n g o p p o r t u n i t i e s a n d e n r i c h i n g l i v e s t h r o u g h t h e p r o v i s i o n o f e x c e l l e n t l e a r n i n g o p p o r t u n i t i e s . T h e C o l l e g e ’ s m i s s i o n i s :
To pursue excellence, empower individuals And develop the future workforce.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
Our staff have identified the values that we believe should drive the College through the period of this new strategic plan.
These values, which define the ethos, culture and behaviours of the College, its staff and its learners are encapsulated within the framework of this short and easy to remember phrase -
Think MORE. Learn MORE. Be MORE.
T H I N K M O R E Our College Community:
• is fair, inclusive and has a people focus, respecting and
valuing each other;
to create and then preserve a positive culture and
sustainable environment.
L E A R N M O R E Our College Community:
• provides choice, taking responsibility and accountability
for personal actions and collective performance;
• is committed to learning, developing and improving skills
to realise and fulfil potential and an ambition to succeed.
B E M O R E Our College Community:
• is innovatively aspirational, embracing change by working
together;
• aspires to achieve excellence, celebrating the impact
success can have on life, encouraging all to be the best
they can be.
OUR CULTURE & VALUES
E M P L O Y M E N T E V E N T
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
OUR STUDENTS & STAFF S TA F F E X P E R T I S E & E X C E L L E N C E
The College employs over 500 talented and dedicated staff, some examples of their successes include the following:
M I K E B U T C H E R Curriculum Area Manager -
Independent Living Skills
Teaching Awards Further Education
October 2016. The judges said “words
are insufficient to describe the effect that
Mike’s teaching has on his students; effects
which are truly life-enhancing, not only for
the students but also for their families.”
In November 2017 Mike went on to pick
up the Helen Barton-Smith Silver Stirrup
Award at the British Horse Society Annual
Awards Ceremony for meritorious work in
support of young riders.
M A I R E L L I O T T Mental Health Adviser
Mair was an Access to Health student
at the College and has recently taken on
the role of Mental Health Adviser. Mair
is an avid campaigner for young people’s
mental health and has picked up a string of
awards including the St Davids Award for
Citizenship. In December 2018, Mair has
also picked up a British Education Award
for her work. Over recent years Mair has
appeared in current affairs programmes,
spoken at many conferences and presented
evidence to the Welsh Government
enquiry into CAMHS.
D R H E L E N C O O M E R Lecturer in Science
Helen Coomer has a masters degree in
Natural Sciences from the University of
Cambridge and undertook a PhD whilst
working as a research scientist in the civil
service. With experience of working as
a scientist for multi-national companies
Helen is part of the A-level teaching
team and each year coaches students for
the Physics Olympiad. During 2018/19
students picked a silver, four bronze, three
commendations, two merits and three
participation awards. The silver is awarded
within the top 8.5% of entrants in the AS
Challenge with 6,000 entrants from around
the world.
D R R A J N I B A N S A L Lecturer in Engineering
Rajni has a PhD in Nuclear Physics and had eleven of her research papers published in
international journals. After three years teaching in a prestigious college in India she now
joins our Engineering team inspiring our level 3/4 students.
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SWOT ANALYSIS
K A T E H A W K I N S Senior Lecturer in Health &
Social Care
Care Wales and worked corroboratively
in setting up a Health & Social Care
Conference at the College in November
2018 which featured the Minster for
Children, Older People and Social Care
Huw Irranca-Davies and Chief Executives
Steve Moore (Hywel Dda University Health
Board) and Susan Evans (Social Care
Wales). The conference celebrated the 30th
anniversary of an important partner for the
College ‘Elliots Hill Care’.
L l o y d P H I L L I P S Lecturer in Sports
Lloyd is a former Welsh under 20s rugby
international captain and has strengthened
the Rugby Academy’s coaching network
with his joint appointment with the WRU,
Lloyd is also lead coach of Pembrokeshire
Under 18s.
S TA F F E X P E R T I S E & E X C E L L E N C E
K A T E W I L L I A M S Lecturer in Health & Social
Care
residents of the St David’s Care in the
Community charitable organisation to
the National Park on a number of projects.
Kate won a TES Lecturer of the Year award
largely due to this activity.
D R V A L E R I E M O R S E Senior Lecturer in Health Science
Valerie was involved in a project during 2018 which brought science to life for over
300 A-level and vocational pupils from across Pembrokeshire and beyond. Valerie used
the marine organisms found in the Milford Haven Waterway to teach pupils about
bioluminescence and fluorescence as part of the ‘Discovering Living Light’ project.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
S K I L L S C O M P E T I T I O N W I N N E R S Skills competitions are a regular feature of the learner experience
in order to motivate and challenge students within their vocational
and academic courses. A diversity of achievement is presented in
this section, which indicates aspiration in all areas.
The UK WorldSkills Finals are held at the NEC in Birmingham
every November. In 2018 ten students qualified to compete in the
finals and were awarded a silver medal, three bronze medals and a
highly commended in Beauty Therapy, Welding, Horticulture and
Engineering. In 2017 the College had nine finalists with a silver
medal, two bronze medals and a highly commended in Welding,
Graphic Design, ICT and Table Service. In each of the last two years
the College have provided 10% of ‘Team Wales’ for the national
finals.
N O TA B L E S U C C E S S • Engineering Education Scheme Wales
• Biology and Physics Olympiad
• National Public Services Competitions
• National Urdd Eisteddfod Competitions
In terms of sports there have been many international and regional
representative honours in Men’s and Women’s Welsh College’s
Rugby; WRU Women U18s Rugby; Wales Under 19s Football;
Welsh Colleges Football; Cricket; Athletics; Badminton and
Swimming. During 2017/18 a total of 15 students represented
Wales and in 2016/17, 16 students also achieved international
honours reflecting the excellent sporting academy provision.
In addition, two former College students are now in the UK squad which will be competing in Kazan in Russia in 2019. Chris Caine, winner of a medallion of excellence in Euroskills 2018 will be competing in Joinery and Sam Everton in Catering.
OUR STUDENTS & STAFF
C H R I S C A I N E
S A M E V E R T O N
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STRATEGIC GOALS
D e v e l o p h i g h ly s k i l l e d , c r e at i v e
a n d c o n f i d e n t i n d i v i d u a l s .
Deliver excellent, inspiring
progression to employment or
higher levels of learning.
environment.
region, supporting the economy by investing
in skills and communities.
Be a College that values and invests
in all its staff.
management.
13
region’s people, communities and economy,
and innovative in the solutions we provide,
the College will play a central role in
building a strong, vibrant and inclusive
Pembrokeshire.
At the heart of all College activity is the aim
to provide the highest quality education,
training and support services encouraging
all learners to realise their full potential.
This aim has underpinned the College’s
strategy throughout a period of significant
change in the further education sector
in Wales. The Welsh Government have
developed an agenda that has resulted
creative approaches to post-16 delivery
based on collaborative strategies and the
consolidation of a consortia approach to
Work-Based Learning.
working in partnership and embedding
collaborative initiatives to ensure the best
possible experience for its learners. The
January 2017 Estyn report recognised this
commitment and states that the College
has “created a new ethos and culture which
is outward looking and collaborative. The
College is a trusted partner with a diverse
range of community, educational and
business organisations across the region.
These highly effective partnerships, with
small, medium and large enterprises, have
enabled the College to offer comprehensive
educational opportunities at all levels.”
This commitment to collaboration and
working in partnership underpins the
outcomes of the Hazelkorn review and
the publication of Public Good and a
Prosperous Wales – building a reformed
post compulsory education and training
system in Wales. The key recommendation
of the Hazelkorn Review is the creation of
a Tertiary Education Authority – a single
regulatory, oversight and coordinating
which will only work effectively through the
adoption of a truly collaborative approach.
Whilst collaboration is important to the
College we also recognise that within the
Welsh sector, we remain a relatively small
Further Education entity. This is largely
due to the fact that we operate in a sector
that has been dominated in recent years
by a transformation and merger agenda.
The College’s transformational focus has
been centred around expansion of Work-
Based Learning and, as a consequence,
the College Leadership Team will continue
with its competitive intelligence activities
in relation to the monitoring of potential
acquisitions and retaining control of any
potential future structural changes that will
ultimately benefit Pembrokeshire’s learners.
This remains a key challenge over the next
five years - along with:
light of the funding review outcomes
and financial challenges;
Developing a comprehensive
Working with employers to ensure the
College maximises the opportunities
Swansea Bay Region and the Haven
Enterprise Zone;
OPPORTUNITIES & CHALLENGES
ensure a coherent and financially
viable post-16 A-level provision for
Pembrokeshire and with partner
as part of the expansion of CAMPUS6;
Developing and implementing a
higher apprenticeship portfolio to
sub-contracting arrangements;
that is flexible, engaging, meets local
business community and learner
University of Wales Trinity St David and
Swansea University;
Additional Learning Needs (ALN)
allocations to provide a portfolio which
consists of short, sharp programmes
enabling microbusinesses to upskill
day release programmes;
aims to be the provider of choice for both
vocational and academic study across
Pembrokeshire; developing highly skilled,
being an employer that fully values its staff,
their opinions and skills; and one that fully
embraces the opportunities and challenges
that are offered by an economically diverse
employer infrastructure. Supported by the
vision and strength of the Corporation
Board, the College seeks to deliver on the
range of strategic aims identified in the
following section over the period 2019-
2024.
Employment Bureau by embedding it
into the day-to-day operations of the
College enabling learners to access
valued work placements and employers
to target and recruit appropriately
skilled part-time staff.
P U B L I C S E R V I C E S L E V E L 1 S T U D E N T S
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DELIVERING THE GOALS
• Place the learner at the heart of everything we do – and ensure they shape the College within which they study and that
they are influential in decision making.
• Ensure our curriculum raises learner aspirations and enables the development of both independent learning and teamwork
skills.
• Develop literacy, numeracy and digital literacy skills which are critical for learners’ life chances.
• Embed the themes of bilingualism, sustainability, enterprise and employability across all learning programmes.
• Embed competitions into the curriculum in order to raise aspirations and standards and better prepare learners for the
world of work.
• Promote a positive culture of learning, behaviour and respect through the implementation of ASPIRE in order to produce
highly skilled individuals who are fully equipped to compete in an evolving global employment market.
• Break the link between poverty and low achievement by ensuring learners from recognised areas of deprivation realise
their full potential.
• Develop support services that augment the core business and which add value to the delivery of a rich educational
experience and which combat social deprivation.
D e v e l o p h i g h ly s k i l l e d , c r e at i v e a n d c o n f i d e n t i n d i v i d u a l s1
D e l i v e r e x c e l l e n t, i n s p i r i n g a n d r e l e va n t l e a r n i n g a n d t e a c h i n g e n a b l i n g p r o g r e s s i o n t o e m p l o y m e n t o r h i g h e r l e v e l s o f l e a r n i n g
Within the next five year period Pembrokeshire College plans to develop its curriculum portfolio guided by the following seven key
strategic goals which are envisaged as broad statements of intent, capturing the vision, values and ethos of the College over the five year
period.
The strategic goals give full consideration to the contents of the minister’s remit letter to the Further Education sector, Welsh
Government strategy and policy, the City Deal for the Swansea Bay Region, the Haven Waterway Enterprise Zone and the Regional
Learning Partnership’s strategies and Employment and Skills Plan.
Within the period of this strategic plan the aims that underpin the Strategic Goals of the College are as follows:
2
• Deliver outstanding quality learning programmes and support services in order to be the best performing college with all
sector subject areas recognised as excellent on a national and international basis.
• Successfully build on the current Work-Based Learning consortium operation to ensure future excellent outcomes across
South and West Wales.
• Be a fully inclusive college promoting equality, equity and respect and supporting social mobility including bilingual learning
opportunities in education and training.
• Increase learners’ employability skills through enhancement of the Curriculum and the Employment Bureau’s activities and
links with local businesses.
PEMBROKESHIRE COLLEGE STRATEGIC PLAN
• Adopt an open and transparent culture where all staff have high aspirations, positive morale and are able to grow and
contribute to their own and the College’s success.
• Develop and implement an accessible and comprehensive strategy of continuous professional development for all staff.
• Promote and support inspirational teaching and active learning that focuses on the use of innovative and relevant learning
technologies, embracing the College’s digital learning strategy.
• Enable staff to undertake placements to keep up-to-date with their subject knowledge and work-based developments.
• Support the local community through expansion of the ‘Make a Difference Day’ activities undertaken for charities by all
staff.
B e a C o l l e g e t h at va l u e s a n d i n v e s t s i n a l l i t s s ta f f3
• Engage and influence the Welsh Government, the Regional Learning Partnership, the City Deal for the Swansea Bay region,
the Enterprise Zone, the Local Service Board, Pembrokeshire County Council and other agencies supporting jobs and
economic growth.
• Engage with public and private sector employers in order to enable upskilling in the workplace.
• Support Pembrokeshire communities, through the promotion of a vibrant and accessible facility for the community and the
provision of targeted adult and community learning.
• Collaborate with Pembrokeshire Schools to deliver 14-16 provision which identifies current and future programmes of
study that support career pathways.
B e a va l u e d p a r t n e r o f t h e S o u t h W e s t r e g i o n , s u p p o r t i n g t h e e c o n o m y b y i n v e s t i n g i n s k i l l s a n d c o m m u n i t i e s .4
• Promote a positive yet challenging Governance and Management culture that drives the strategic direction of our College
focussing on current and future learners.
• Use community engagement and communication to create wider ownership of what we deliver through the Pembrokeshire
College Advisory Forum.
• Ensure the A-level Committee collaborates on strategy for post-16 academic delivery in the county and operates in
partnership with Pembrokeshire County Council.
• Engage with Welsh Government to ensure the College is prepared for the implementation of the Post Compulsory Education
and Training Tertiary Education Authority.
• Ensure our long term sustainability by sourcing appropriate opportunities, through any collaboration, acquisition and merger
that would be in the best interests of Pembrokeshire’s learners whilst giving all due consideration to the degree of risk.
D e l i v e r f i r s t c l a s s g o v e r n a n c e a n d m a n a g e m e n t5
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
• Instil a culture of safe working in which learners, staff and members of the public accessing the College are safeguarded and
engaged with the Prevent agenda.
• Develop the environment so that it enables the College to support learner and staff wellbeing and aligns with the principles
of the Future Generations Act.
• Further develop and enhance a sustainable and inspiring learning environment with appropriate use of capital allocation.
• Respond to climate change concerns with a College-wide strategy for sustainability which engages all staff and learners.
P r o v i d e a s a f e , h e a lt h y a n d s u s ta i n a b l e e n v i r o n m e n t6
• Remain a financially secure College in a challenging financial environment, delivering value for money, and building cash
surpluses to support future investment.
• Explore future growth opportunities and diversify delivery activities in order to add value to the core operation.
• Maximise the return on investment in capital development by ensuring that in addition to meeting curriculum need, the
College has opportunities to generate commercial income from such investment.
• Secure alternative income sources and increase commercial activity in order to be less reliant on Welsh Government funding.
• Focus on maintaining financial stability through a period of European Union transition.
D e l i v e r l o n g t e r m f i n a n c i a l s ta b i l i t y7
DELIVERING THE GOALS
O L L I E W H E E L E R
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
10% I N C R E A S E D V O L U M E
Achieved a 10% growth in learner volume
(180 new learners) and increased the
percentage of level three learners from the
current 60% to 70%.
By the end of this Strategic Plan period we will have:
90% A C H I E V E M E N T R AT E S
Demonstrated Further Education and
Work-Based Learning achievement rates
completions.
£10m
W B L C O N T R A C T
Achieved an equivalent Work-Based
£10million for the consortium for the next
five year period maintaining the B-WBL
consortium infrastructure.
MEASURING SUCCESS
>90% L E A R N E R S AT I S F A C T I O N
Demonstrated learner satisfaction levels
better positive responses across all areas.
30% S TA F F U P S K I L L I N G
Increased academic staff upskilling via
industry workplace continuous professional
development from the current 10% to 30%.
1,000 W O R K P L A C E M E N T S
Increased work placements through the
Employment Bureau from the current
600 to 1,000 and tripling the number of
students gaining jobs through the Bureau
from the current 120 to 350.
2022 D I G I TA L S K I L L S
Implemented the Digital Skills Strategy
across the College by 2022 ensuring that all
learners and all staff are engaged with the
technologies.
£1.5m
A N N U A L S U R P L U S
Continued to generate a healthy annual
operating cash surplus of £1.5 million.
£7.4m
D E V E L O P M E N T
Invested £7.4 million in the development of
the College estate.
O L L I E W H E E L E R
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2019 - 2024
I S S U E & VA L I D Issue Date : 01.09.2019 Valid to : 31.07.2024
W E L C O M E T O P e m b r o k e s h i r e C O L L E G E
Pembrokeshire College’s Strategic Plan 2019-2024 sets an ambitious vision for our
development over the next 5 years. Our focus remains on providing first class education and
training to ensure that we best prepare our learners for higher levels of study or the world
of work.
The College’s reputation has grown locally, regionally and nationally over the period of
the previous Strategic Plan as evidenced by the increase in full time enrolments and
apprenticeships. We have highly qualified staff with industry experience and knowledge
whose focus is on supporting and ensuring our learners receive a high quality experience.
We deliver high standards of education and training as evidenced by ‘Good’ and ‘Excellent’
judgements in Estyn WBL and Further Education inspections in 2015 and 2017 respectively
and outcomes are consistently above national comparators. We are financially strong which
enables us to invest in excellent facilities and resources having completed the build of a
new £6.5 million Campus6 Centre and Sports Hall in 2017. We are currently implementing
plans to enhance the learner environment with a further £7.6 million of new build and
refurbishment over the period of this Strategic Plan with financial support from Welsh
Government. As a College we are committed to the Welsh Government’s agenda of working
in collaboration with our partners especially the County Council and Pembrokeshire Schools
in order to ensure that learners in the county have access to the widest range of academic
and vocational opportunities.
This strategic plan has been created following an extensive consultation with a range of
stakeholders including employers, staff, students, the Pembrokeshire College Advisory
Forum and the College Governing Body. We look forward to its implementation.
GREAT RESULTS COME FROM GREAT PLANS.
Caroline Oakley MBE Chairman of Corporation Board
Dr Barry Walters Principal
W E L C O M E02
C O N T E X T & E N V I R O N M E N T04
O U R M I S S I O N08
O U R C U LT U R E & VA L U E S09
S TA F F E X C E L L E N C E10
S T U D E N T E X C E L L E N C E12
S T R AT E G I C G O A L S13
O P P O R T U N I T I E S & C H A L L E N G E S14
D E L I V E R I N G T H E G O A L S16
M E A S U R I N G S U C C E S S 19
PAGE OF CONTENTS
CONTEXT & ENVIRONMENT
W H E R E W E A R E Pembrokeshire College is a dynamic and high quality provider of
further, higher and work-based education and training with nearly
2,000 full-time and 13,000 part-time learners and apprentices. The
College employs over 500 talented and dedicated staff who are
well-qualified, supportive and who care passionately about their
students. Pembrokeshire College offers a comprehensive academic
and vocational offer, covering all curriculum areas, including the
priority sectors of Health and Care, Engineering, Construction,
Food and Farming, Life Science, Information Communication &
Technology, Finance, Tourism, Hospitality, Catering and Creative
Arts.
The College’s impact reaches across south Wales - as we lead
a Consortium of private training providers and colleges for the
delivery of Work-Based Learning (WBL) Apprenticeships and
Traineeships, working with more than 3,500 employers. The high
priority given to the skills agenda by the Welsh Government has
prompted the College to capitalise on its expertise in WBL leading
to a significant expansion in this provision. As the Consortium lead,
WBL is becoming an ever increasing proportion of the College’s
activity which emphatically delivers occupationally competent
individuals into the workforce. Pembrokeshire College currently
holds the third largest contract for Apprenticeships and Traineeships
in Wales and plans to maintain its presence in this sector when the
new WBL contract is tendered in 2019. Linked with this is our focus
on the agenda to re-engage individuals with the workplace, which
we do through our employability programmes and the Employability
Bureau.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
I N V E S T I N G I N E D U C AT I O N We are proud of our educational heritage and are aspirational
about our future. The College is mainly based on one campus in
Haverfordwest but there are smaller offices for outreach work-
based in Pembroke Dock and Milford Haven. We have excellent
facilities and resources and have invested over £2.3 million in
engineering, hospitality and IT resources since 2016/17.
We are financially strong, which enables us to invest in our College
as can be seen by the new £7million CAMPUS6 Centre opened in
September 2017 which was jointly funded by Welsh Government.
The College has recently had a £7.4 million envelope of funding
approved by Welsh Government in relation to further reinvestment
into the current campus which will see refurbishment with state of
the art classrooms, engineering workshops, learning resource areas
and social spaces.
training as evidenced by ‘Good’ and ‘Excellent’ judgements in both
Estyn Further Education (2017) and Work-Based Learning (2015)
inspection reports. Indeed, for the overarching Key Questions and
sub Key Question quality indicators both inspections achieved 9
‘Good’ Judgements and 6 ‘Excellent’ judgements. Leadership and
Management in both inspections was deemed to be ‘Excellent’.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
A C U LT U R E O F A S P I R AT I O N As a College, we are committed to developing a ‘culture of aspiration’
for our students, employers and communities. Our 2019-2024 plan
could not be predicated on a better start, with excellent A-level
and Extended Diploma results for 2018, 22% of A-level entries
achieving A or A*, 84% of A-level entries achieving an A*-C at a
time when our A2 and AS level cohort has increased to well over
300 students and when we are offering 27 courses. Large numbers
of A-level learners progress to universities including Russell group
institutions. In terms of A-level Value Added the College recently
received certification from ALPS (A-level Performance System) as
we have a three year Value Added score that indicates our results
are in the top 25% of 2,580 schools and colleges across the UK.
Likewise vocational results are equally impressive with 31% of
Extended Diploma students achieving Distinction*/Distinction
grades. Over 100 vocational learners also progress to university
demonstrating that A-levels are not the only route to higher levels
of learning. Apprenticeship outcomes are equally strong both for the
College and also for the Consortium that we lead being consistently
at, or above national comparators.
A R E S P O N S I V E C U R R I C U L U M Pembrokeshire College will develop and deliver curriculum that
responds to the economic requirements of Pembrokeshire, West
Wales and beyond. The College focus is very much on many of
the Welsh Government’s priority sectors of Advanced Materials
& Manufacturing, Tourism, Life Sciences, ICT, Energy and the
Environment, Food and Farming, Creative Industries, Construction
and Financial Services - sectors which are also of regional significance
as outlined in the Regional Learning and Skills Plan.
The economic infrastructure in the county is one that is dominated
by small businesses and those who are self-employed. However, the
multi-national businesses based on or around the Haven waterways
form an extremely important part of the economic make-up of the
county, through which a significant proportion of the UK’s oil and
gas is imported. In addition, alternative green energy enterprises
are also developing in the south of county including wave and
tidal energy and the College is exploring training opportunities in
these areas. The College has developed an extensive curriculum
in further and higher education and apprenticeships around this
sector’s requirements. The engineering sector is therefore key for
Pembrokeshire largely because of the energy industry and currently,
there are in excess of 1600 people employed in the area.
Use of economic modelling software which predicts job growth
over the next five years, suggests sectors such as Electrical and
Electronic Engineering are predicted to grow by 10% in terms of jobs
and Mechanical Engineering opportunities are predicted to grow
by 8%. Another developing engineering area is in food technology
and the College is launching a food processing and maintenance
apprenticeship route and a new Further Education programme
in September 2019 in order to meet the needs of this developing
sector. One of the largest growth areas over the next 5 years will
be in digital technologies. The requirement for programmers and
Software Development Engineers is predicted to grow by 52% in
terms of jobs within the south west Wales region.
Whilst the population of Pembrokeshire of circa 125,000
(with approximately 55,000 in work), will remain somewhat
unchanged over the next five years, there will be a notable
ageing demographic. The Regional Employment and Skills Plan
highlights many of the challenges that the South West faces in
the future with GVA in the region lagging behind other regions
across the UK and an ageing population – those over the age of
65 accounting for 22% of the population in the South West. This
will in turn require a replacement workforce.
CONTEXT & ENVIRONMENT
PEMBROKESHIRE COLLEGE STRATEGIC PLAN
T H I S P L A N C O V E R S Our mission
Our culture and values
Our students and staff
The challenges and opportunities that we face
How we will deliver the strategic goals over the five year period
How we will measure our success
With this ageing demographic the Health and Social Care sector
remains key, currently in Pembrokeshire there are 4,800 people
employed in this sector and this is expected to increase over
the next five years. Currently nearly 25% of full-time Further
Education learners enrol on courses in SSA 1 as the College
responds to the growing opportunities within this sector. The
College is also working with Carmarthenshire County Council in
relation to the opportunities that will arise through the Llanelli
Wellness Village and also runs a Destination NHS employability
programme for Health and Social Care and Health and Social
Science learners incorporating workshops, masterclasses and
work placement within the NHS.
Another sector that is critical for Pembrokeshire is Hospitality and
Tourism. This sector currently employs in excess of 6,500 people
and is expected to grow in number by around 3%. Bluestone
is now firmly established as a holiday destination employing in
excess of 800 people and has provided significant additional
employment opportunities over the last 5 years. The College has
also developed a Tourism Destination employability programme,
again incorporating masterclasses and work placement to better
prepare learners to enter the employment market.
Pembrokeshire College will focus its delivery to ensure the
demand identified is met and the College also has the ability to
react to emerging demands once identified. We believe we have
a responsibility to provide first class education and training to
ensure that Pembrokeshire has an emerging workforce ready
and able to meet the challenges and economic demands of the
future, and to promote community engagement in skills.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
OUR MISSION P e m b r o k e s h i r e C o l l e g e i s c o m m i t t e d t o c r e at i n g o p p o r t u n i t i e s a n d e n r i c h i n g l i v e s t h r o u g h t h e p r o v i s i o n o f e x c e l l e n t l e a r n i n g o p p o r t u n i t i e s . T h e C o l l e g e ’ s m i s s i o n i s :
To pursue excellence, empower individuals And develop the future workforce.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
Our staff have identified the values that we believe should drive the College through the period of this new strategic plan.
These values, which define the ethos, culture and behaviours of the College, its staff and its learners are encapsulated within the framework of this short and easy to remember phrase -
Think MORE. Learn MORE. Be MORE.
T H I N K M O R E Our College Community:
• is fair, inclusive and has a people focus, respecting and
valuing each other;
to create and then preserve a positive culture and
sustainable environment.
L E A R N M O R E Our College Community:
• provides choice, taking responsibility and accountability
for personal actions and collective performance;
• is committed to learning, developing and improving skills
to realise and fulfil potential and an ambition to succeed.
B E M O R E Our College Community:
• is innovatively aspirational, embracing change by working
together;
• aspires to achieve excellence, celebrating the impact
success can have on life, encouraging all to be the best
they can be.
OUR CULTURE & VALUES
E M P L O Y M E N T E V E N T
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
OUR STUDENTS & STAFF S TA F F E X P E R T I S E & E X C E L L E N C E
The College employs over 500 talented and dedicated staff, some examples of their successes include the following:
M I K E B U T C H E R Curriculum Area Manager -
Independent Living Skills
Teaching Awards Further Education
October 2016. The judges said “words
are insufficient to describe the effect that
Mike’s teaching has on his students; effects
which are truly life-enhancing, not only for
the students but also for their families.”
In November 2017 Mike went on to pick
up the Helen Barton-Smith Silver Stirrup
Award at the British Horse Society Annual
Awards Ceremony for meritorious work in
support of young riders.
M A I R E L L I O T T Mental Health Adviser
Mair was an Access to Health student
at the College and has recently taken on
the role of Mental Health Adviser. Mair
is an avid campaigner for young people’s
mental health and has picked up a string of
awards including the St Davids Award for
Citizenship. In December 2018, Mair has
also picked up a British Education Award
for her work. Over recent years Mair has
appeared in current affairs programmes,
spoken at many conferences and presented
evidence to the Welsh Government
enquiry into CAMHS.
D R H E L E N C O O M E R Lecturer in Science
Helen Coomer has a masters degree in
Natural Sciences from the University of
Cambridge and undertook a PhD whilst
working as a research scientist in the civil
service. With experience of working as
a scientist for multi-national companies
Helen is part of the A-level teaching
team and each year coaches students for
the Physics Olympiad. During 2018/19
students picked a silver, four bronze, three
commendations, two merits and three
participation awards. The silver is awarded
within the top 8.5% of entrants in the AS
Challenge with 6,000 entrants from around
the world.
D R R A J N I B A N S A L Lecturer in Engineering
Rajni has a PhD in Nuclear Physics and had eleven of her research papers published in
international journals. After three years teaching in a prestigious college in India she now
joins our Engineering team inspiring our level 3/4 students.
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SWOT ANALYSIS
K A T E H A W K I N S Senior Lecturer in Health &
Social Care
Care Wales and worked corroboratively
in setting up a Health & Social Care
Conference at the College in November
2018 which featured the Minster for
Children, Older People and Social Care
Huw Irranca-Davies and Chief Executives
Steve Moore (Hywel Dda University Health
Board) and Susan Evans (Social Care
Wales). The conference celebrated the 30th
anniversary of an important partner for the
College ‘Elliots Hill Care’.
L l o y d P H I L L I P S Lecturer in Sports
Lloyd is a former Welsh under 20s rugby
international captain and has strengthened
the Rugby Academy’s coaching network
with his joint appointment with the WRU,
Lloyd is also lead coach of Pembrokeshire
Under 18s.
S TA F F E X P E R T I S E & E X C E L L E N C E
K A T E W I L L I A M S Lecturer in Health & Social
Care
residents of the St David’s Care in the
Community charitable organisation to
the National Park on a number of projects.
Kate won a TES Lecturer of the Year award
largely due to this activity.
D R V A L E R I E M O R S E Senior Lecturer in Health Science
Valerie was involved in a project during 2018 which brought science to life for over
300 A-level and vocational pupils from across Pembrokeshire and beyond. Valerie used
the marine organisms found in the Milford Haven Waterway to teach pupils about
bioluminescence and fluorescence as part of the ‘Discovering Living Light’ project.
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
S K I L L S C O M P E T I T I O N W I N N E R S Skills competitions are a regular feature of the learner experience
in order to motivate and challenge students within their vocational
and academic courses. A diversity of achievement is presented in
this section, which indicates aspiration in all areas.
The UK WorldSkills Finals are held at the NEC in Birmingham
every November. In 2018 ten students qualified to compete in the
finals and were awarded a silver medal, three bronze medals and a
highly commended in Beauty Therapy, Welding, Horticulture and
Engineering. In 2017 the College had nine finalists with a silver
medal, two bronze medals and a highly commended in Welding,
Graphic Design, ICT and Table Service. In each of the last two years
the College have provided 10% of ‘Team Wales’ for the national
finals.
N O TA B L E S U C C E S S • Engineering Education Scheme Wales
• Biology and Physics Olympiad
• National Public Services Competitions
• National Urdd Eisteddfod Competitions
In terms of sports there have been many international and regional
representative honours in Men’s and Women’s Welsh College’s
Rugby; WRU Women U18s Rugby; Wales Under 19s Football;
Welsh Colleges Football; Cricket; Athletics; Badminton and
Swimming. During 2017/18 a total of 15 students represented
Wales and in 2016/17, 16 students also achieved international
honours reflecting the excellent sporting academy provision.
In addition, two former College students are now in the UK squad which will be competing in Kazan in Russia in 2019. Chris Caine, winner of a medallion of excellence in Euroskills 2018 will be competing in Joinery and Sam Everton in Catering.
OUR STUDENTS & STAFF
C H R I S C A I N E
S A M E V E R T O N
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STRATEGIC GOALS
D e v e l o p h i g h ly s k i l l e d , c r e at i v e
a n d c o n f i d e n t i n d i v i d u a l s .
Deliver excellent, inspiring
progression to employment or
higher levels of learning.
environment.
region, supporting the economy by investing
in skills and communities.
Be a College that values and invests
in all its staff.
management.
13
region’s people, communities and economy,
and innovative in the solutions we provide,
the College will play a central role in
building a strong, vibrant and inclusive
Pembrokeshire.
At the heart of all College activity is the aim
to provide the highest quality education,
training and support services encouraging
all learners to realise their full potential.
This aim has underpinned the College’s
strategy throughout a period of significant
change in the further education sector
in Wales. The Welsh Government have
developed an agenda that has resulted
creative approaches to post-16 delivery
based on collaborative strategies and the
consolidation of a consortia approach to
Work-Based Learning.
working in partnership and embedding
collaborative initiatives to ensure the best
possible experience for its learners. The
January 2017 Estyn report recognised this
commitment and states that the College
has “created a new ethos and culture which
is outward looking and collaborative. The
College is a trusted partner with a diverse
range of community, educational and
business organisations across the region.
These highly effective partnerships, with
small, medium and large enterprises, have
enabled the College to offer comprehensive
educational opportunities at all levels.”
This commitment to collaboration and
working in partnership underpins the
outcomes of the Hazelkorn review and
the publication of Public Good and a
Prosperous Wales – building a reformed
post compulsory education and training
system in Wales. The key recommendation
of the Hazelkorn Review is the creation of
a Tertiary Education Authority – a single
regulatory, oversight and coordinating
which will only work effectively through the
adoption of a truly collaborative approach.
Whilst collaboration is important to the
College we also recognise that within the
Welsh sector, we remain a relatively small
Further Education entity. This is largely
due to the fact that we operate in a sector
that has been dominated in recent years
by a transformation and merger agenda.
The College’s transformational focus has
been centred around expansion of Work-
Based Learning and, as a consequence,
the College Leadership Team will continue
with its competitive intelligence activities
in relation to the monitoring of potential
acquisitions and retaining control of any
potential future structural changes that will
ultimately benefit Pembrokeshire’s learners.
This remains a key challenge over the next
five years - along with:
light of the funding review outcomes
and financial challenges;
Developing a comprehensive
Working with employers to ensure the
College maximises the opportunities
Swansea Bay Region and the Haven
Enterprise Zone;
OPPORTUNITIES & CHALLENGES
ensure a coherent and financially
viable post-16 A-level provision for
Pembrokeshire and with partner
as part of the expansion of CAMPUS6;
Developing and implementing a
higher apprenticeship portfolio to
sub-contracting arrangements;
that is flexible, engaging, meets local
business community and learner
University of Wales Trinity St David and
Swansea University;
Additional Learning Needs (ALN)
allocations to provide a portfolio which
consists of short, sharp programmes
enabling microbusinesses to upskill
day release programmes;
aims to be the provider of choice for both
vocational and academic study across
Pembrokeshire; developing highly skilled,
being an employer that fully values its staff,
their opinions and skills; and one that fully
embraces the opportunities and challenges
that are offered by an economically diverse
employer infrastructure. Supported by the
vision and strength of the Corporation
Board, the College seeks to deliver on the
range of strategic aims identified in the
following section over the period 2019-
2024.
Employment Bureau by embedding it
into the day-to-day operations of the
College enabling learners to access
valued work placements and employers
to target and recruit appropriately
skilled part-time staff.
P U B L I C S E R V I C E S L E V E L 1 S T U D E N T S
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DELIVERING THE GOALS
• Place the learner at the heart of everything we do – and ensure they shape the College within which they study and that
they are influential in decision making.
• Ensure our curriculum raises learner aspirations and enables the development of both independent learning and teamwork
skills.
• Develop literacy, numeracy and digital literacy skills which are critical for learners’ life chances.
• Embed the themes of bilingualism, sustainability, enterprise and employability across all learning programmes.
• Embed competitions into the curriculum in order to raise aspirations and standards and better prepare learners for the
world of work.
• Promote a positive culture of learning, behaviour and respect through the implementation of ASPIRE in order to produce
highly skilled individuals who are fully equipped to compete in an evolving global employment market.
• Break the link between poverty and low achievement by ensuring learners from recognised areas of deprivation realise
their full potential.
• Develop support services that augment the core business and which add value to the delivery of a rich educational
experience and which combat social deprivation.
D e v e l o p h i g h ly s k i l l e d , c r e at i v e a n d c o n f i d e n t i n d i v i d u a l s1
D e l i v e r e x c e l l e n t, i n s p i r i n g a n d r e l e va n t l e a r n i n g a n d t e a c h i n g e n a b l i n g p r o g r e s s i o n t o e m p l o y m e n t o r h i g h e r l e v e l s o f l e a r n i n g
Within the next five year period Pembrokeshire College plans to develop its curriculum portfolio guided by the following seven key
strategic goals which are envisaged as broad statements of intent, capturing the vision, values and ethos of the College over the five year
period.
The strategic goals give full consideration to the contents of the minister’s remit letter to the Further Education sector, Welsh
Government strategy and policy, the City Deal for the Swansea Bay Region, the Haven Waterway Enterprise Zone and the Regional
Learning Partnership’s strategies and Employment and Skills Plan.
Within the period of this strategic plan the aims that underpin the Strategic Goals of the College are as follows:
2
• Deliver outstanding quality learning programmes and support services in order to be the best performing college with all
sector subject areas recognised as excellent on a national and international basis.
• Successfully build on the current Work-Based Learning consortium operation to ensure future excellent outcomes across
South and West Wales.
• Be a fully inclusive college promoting equality, equity and respect and supporting social mobility including bilingual learning
opportunities in education and training.
• Increase learners’ employability skills through enhancement of the Curriculum and the Employment Bureau’s activities and
links with local businesses.
PEMBROKESHIRE COLLEGE STRATEGIC PLAN
• Adopt an open and transparent culture where all staff have high aspirations, positive morale and are able to grow and
contribute to their own and the College’s success.
• Develop and implement an accessible and comprehensive strategy of continuous professional development for all staff.
• Promote and support inspirational teaching and active learning that focuses on the use of innovative and relevant learning
technologies, embracing the College’s digital learning strategy.
• Enable staff to undertake placements to keep up-to-date with their subject knowledge and work-based developments.
• Support the local community through expansion of the ‘Make a Difference Day’ activities undertaken for charities by all
staff.
B e a C o l l e g e t h at va l u e s a n d i n v e s t s i n a l l i t s s ta f f3
• Engage and influence the Welsh Government, the Regional Learning Partnership, the City Deal for the Swansea Bay region,
the Enterprise Zone, the Local Service Board, Pembrokeshire County Council and other agencies supporting jobs and
economic growth.
• Engage with public and private sector employers in order to enable upskilling in the workplace.
• Support Pembrokeshire communities, through the promotion of a vibrant and accessible facility for the community and the
provision of targeted adult and community learning.
• Collaborate with Pembrokeshire Schools to deliver 14-16 provision which identifies current and future programmes of
study that support career pathways.
B e a va l u e d p a r t n e r o f t h e S o u t h W e s t r e g i o n , s u p p o r t i n g t h e e c o n o m y b y i n v e s t i n g i n s k i l l s a n d c o m m u n i t i e s .4
• Promote a positive yet challenging Governance and Management culture that drives the strategic direction of our College
focussing on current and future learners.
• Use community engagement and communication to create wider ownership of what we deliver through the Pembrokeshire
College Advisory Forum.
• Ensure the A-level Committee collaborates on strategy for post-16 academic delivery in the county and operates in
partnership with Pembrokeshire County Council.
• Engage with Welsh Government to ensure the College is prepared for the implementation of the Post Compulsory Education
and Training Tertiary Education Authority.
• Ensure our long term sustainability by sourcing appropriate opportunities, through any collaboration, acquisition and merger
that would be in the best interests of Pembrokeshire’s learners whilst giving all due consideration to the degree of risk.
D e l i v e r f i r s t c l a s s g o v e r n a n c e a n d m a n a g e m e n t5
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
• Instil a culture of safe working in which learners, staff and members of the public accessing the College are safeguarded and
engaged with the Prevent agenda.
• Develop the environment so that it enables the College to support learner and staff wellbeing and aligns with the principles
of the Future Generations Act.
• Further develop and enhance a sustainable and inspiring learning environment with appropriate use of capital allocation.
• Respond to climate change concerns with a College-wide strategy for sustainability which engages all staff and learners.
P r o v i d e a s a f e , h e a lt h y a n d s u s ta i n a b l e e n v i r o n m e n t6
• Remain a financially secure College in a challenging financial environment, delivering value for money, and building cash
surpluses to support future investment.
• Explore future growth opportunities and diversify delivery activities in order to add value to the core operation.
• Maximise the return on investment in capital development by ensuring that in addition to meeting curriculum need, the
College has opportunities to generate commercial income from such investment.
• Secure alternative income sources and increase commercial activity in order to be less reliant on Welsh Government funding.
• Focus on maintaining financial stability through a period of European Union transition.
D e l i v e r l o n g t e r m f i n a n c i a l s ta b i l i t y7
DELIVERING THE GOALS
O L L I E W H E E L E R
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PEMBROKESHIRE COLLEGE STRATEGIC PLAN
10% I N C R E A S E D V O L U M E
Achieved a 10% growth in learner volume
(180 new learners) and increased the
percentage of level three learners from the
current 60% to 70%.
By the end of this Strategic Plan period we will have:
90% A C H I E V E M E N T R AT E S
Demonstrated Further Education and
Work-Based Learning achievement rates
completions.
£10m
W B L C O N T R A C T
Achieved an equivalent Work-Based
£10million for the consortium for the next
five year period maintaining the B-WBL
consortium infrastructure.
MEASURING SUCCESS
>90% L E A R N E R S AT I S F A C T I O N
Demonstrated learner satisfaction levels
better positive responses across all areas.
30% S TA F F U P S K I L L I N G
Increased academic staff upskilling via
industry workplace continuous professional
development from the current 10% to 30%.
1,000 W O R K P L A C E M E N T S
Increased work placements through the
Employment Bureau from the current
600 to 1,000 and tripling the number of
students gaining jobs through the Bureau
from the current 120 to 350.
2022 D I G I TA L S K I L L S
Implemented the Digital Skills Strategy
across the College by 2022 ensuring that all
learners and all staff are engaged with the
technologies.
£1.5m
A N N U A L S U R P L U S
Continued to generate a healthy annual
operating cash surplus of £1.5 million.
£7.4m
D E V E L O P M E N T
Invested £7.4 million in the development of
the College estate.
O L L I E W H E E L E R
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