NORTH LINDSEY COLLEGE

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                                   CONTENTS




Preliminaries                                           Page No


Preface                                                    3
Introduction                                               4
A Vision for 2010                                          5
College Mission                                            6


The Plan

1.     Review of Strategic Plan 2007-2010                7- 11

2.     Needs Analysis                                   12 -19

3.     Teaching and Learning (position statement)       20 -22

4.     Human Resources, Equality & Diversity
       (position statement)                             23 -24

5.     Information Technology (position statement)      25 -26

6.     Risk Management (position statement)              27

7.     Accommodation (position statement)               28 - 29

8.     Health & Safety (position statement)             30 - 31

9.     Corporate Plan (Framework for Excellence KPIs)

       9.1    Delivery against plan (KQ5)               32 – 34
       9.2    Responsiveness to learners (KQ3,4)        35 – 36
       9.3    Responsiveness to employers (KQ3)           37
       9.4    Quality of provision (KQ2,3,4)            38 – 40
       9.5    Quality of outcomes (KQ1)                 41 – 42
       9.6    Financial health (KQ5)                       43
       9.7    Financial control (KQ5)                      44


Appendix 1

Strategic Plan 2007 – 2010                              45 - 81




                                          2
PREFACE

A joint statement from the Principal and Chair of the Corporation

Over the past five years the College has improved measurably in all of its business functions.
In 2007 it achieved an excellent Ofsted/ALI inspection which recognises many areas of
exemplary and/or outstanding provision. The College holds a range of Kite Marks all of which
recognise performance and quality. The College has invested over £5m in its infrastructure
directly impacting on learners and staff. Teaching and learning facilities across the majority of
mainstream provision is outstanding and some is acknowledged as being “cutting edge”, and
the College is a stakeholder in two sub-regional CoVEs. Teaching staff have excellent
opportunities to access a wide range of professional development activities with the support of
the College and equally support staff have similar opportunities to engage in professional
development. The College continues to be very well regarded by its local and regional
communities and has exceptionally good employer engagement links across a wide range of
provision including full cost provision and bespoke training. It enjoys excellent partnership and
collaborative arrangements with numerous stakeholders from the private, public and voluntary
sectors as well as schools and the governments funding councils. Financially the College is
robust and over the life of this plan it is expected that it will remain in good financial health.

The College intends to have its learners and people at the heart of its agenda. It will endeavour
to provide responsive and flexible provision that keeps track with the ever-changing provision
landscape and with employer needs. By the end of this plan the College expects to have grown
its FE learner numbers by 3% and its HE numbers by up to 30%. It will have increased its
business turnover by 20%, (from 2006/7).

The plan will be delivered through a series of annually raised action plans that will inevitably be
subject to modification to take into account new and/or emerging governmental initiatives. The
College is confident that this strategy can be delivered by 2010 and is robust enough to take on
those challenges that it will face en-route.




Chair of Corporation
Richard Morley




Principal
Prof. Roger Bennett


Date:




                                                 3
INTRODUCTION

Over the life of the previous Strategic Plan (2003 – 2006) the College had a number of
successes across its range of business functions. In the period it secured CoVE status in Food,
Manufacturing and Technology and in Automotive Technology. Both CoVEs are examples of
sub-regional collaborative partnerships that pool physical resources and expertise for the
benefit of the learner and the respective industries each CoVE supports. The College has
invested heavily in its fabric and in particular it has refurbished many of its buildings as well as
investing in some new build. Over the life of this plan it is the College’s intention to complete its
accommodation strategy and to evolve a sustainable strategy for energy use. The College has
an exceptionally good site just outside of the town and it intends to centre the majority of its
provision and operation on this site. The College intends to demise its interests in a number of
its outreach sites but increase its outreach on employer’s premises. By 2010 the Kingsway
campus will house an excellent range of accommodation suited to the current and future needs
of learners underpinned by high value communication /information technology. Indeed it will
aspire to be a Knowledge campus, which embraces a comprehensive access to a learning
portfolio that meets fully the needs of the learner. To achieve this it is the College’s intention,
subject to affordability, to continue to invest in its teaching and learning facilities and in so doing,
indirectly invest in the life chances of our learners.

By 2010 the College will have risen to the challenges, met or exceeded its targets and be
considered the partner of choice by its local and regional employers. It will also aspire to be an
“exemplar” for all that is good in further education and be able to demonstrate best practice in
90% of its curriculum provision. It will have progressed to a position well within the second
quartile of General Further Education Colleges in England and Wales. To achieve all of this will
require energy and commitment from our staff, our learners, our partners and our Governors,
this plan is but the vehicle, the drivers are the people that make up North Lindsey College.




                                                   4
A VISION FOR 2010

     The College will have successfully delivered its mission

     It will have met the challenges set by the LSC’s funding reforms

     It will be financially robust, with annual operating surpluses of at least 1%

     It will have an outstanding and well developed Health and Safety culture

     Learners will be taught by highly qualified and experienced professionals (post
      qualified)

     Learners will have access to outstanding resources/facilities

     It will have in excess of 12,000 learners (FE/HE)

     It will have a teaching observation profile (Grade 1/2) of 90% and Success Rates in all
      F/T and substantive P/T provision will be at benchmark or better

     It will take 1000 14-16 year olds through its 14-16 Centre, and associated provision

     It will have grown its higher education learner numbers by 30%

     All mainstream FE curriculum areas will offer progression routes to FDs

     Kingsway Consulting Ltd will deliver a profit of £850,000

     FE curriculum will have developed one new curriculum area

     The Accommodation strategy will have been revised

     The College will have played a leading role in the Government’s Train to Gain initiative
      (locally, sub-regionally and regionally)

     The College will have successfully retained its Kite Marks

     Income from higher education provision will have achieved £3m

     ICT will be fully integrated in teaching and learning activities

     The College will have fulfilled its role as a partner in the economic regeneration of the
      town

     It will have developed a robust environment strategy

     The College will have a strong, responsive and cosmopolitan Corporation Board

     It will be a key partner in the delivery of the North Lincolnshire 14-19 Strategy
      (including Specialised Diplomas)

     An exemplary provider for Train 2 Gain




                                                5
COLLEGE MISSION




                   Inspiring Futures

                  Transforming Lives

                  Building Prosperity

                  Delivering Success




                            6
1. REVIEW OF PREVIOUS STRATEGIC PLAN, 2003-2006

This review focuses on the strategic priorities identified in the Corporate plan for 2003-2006,
and provides a summary of achievement against each one.

1.1     Teaching and Learning

1.1.1   Participation

        The College did make a significant contribution in raising participation rates across its
        FE and HE provision and in its provision offer to local employers. In particular it raised
        its higher education participation levels through the introduction of Foundation Degrees
        (FDs) and by the end of the planning year (2006) the College had validated the
        largest number of FDs in the Humberside region. This strategic initiative also
        underpinned the College’s relationship with its employer/business community and
        demonstrated how responsive the College is in meeting their needs. During the
        2005/06 year the College developed Master of Business Administration degree (MBA)
        in association with the University of Lincoln for launch in 2006/07.

1.1.2   Retention & Achievement

        By the end of the plan the College had improved its retention and achievement (overall)
        on its FE full-time and substantive part-time programmes but had slipped a little on the
        retention of its higher education learners. By the summer of 2006 retention on full-time
        FE programmes were circa 5% higher than on the previous year. Pass rates were
        mixed over the three years but were improving, as were success rates against national
        benchmarks. Over the period the revised Admissions Policy was rolled out with mixed
        results and in the forthcoming years it needs to be applied with more consistency. By
        the end of the period the College had improved its position on both retention and
        achievement.

1.1.3   Curriculum Development

        Curriculum development to some extent reflects participation. Over the period the
        College curriculum teams have been involved in many development initiatives covering
        FE HE and full cost programmes. Good use was made of labour market intelligence
        (LMI) and in working with local and regional employers. This work ensured that the
        College did provide the right mix of provision for its wider community, in particular the
        provision of vocational skills education and training in line with governmental initiatives
        and expectations In addition, the College delivered its Ofsted/ALI inspection action plan
        to the satisfaction of the Learning and Skills Council (LSC).

1.1.4   Resources

        Over the life of this plan the College has invested around £3m on its infrastructure
        including some new build and major buildings refurbishments. Additionally the College
        has invested annually in IT to keep pace with technology. It has increased the number
        of teaching staff with teaching qualifications (full-time and part-time) in line with its
        Development Plan targets. While some teaching staff have had the opportunity to
        attend technical up dating through periods of industrial placement it has not been
        uniformally applied across all academic departments. During the period the College
        opened its Teaching & Learning Resource Centre, an in-house initiative aimed at
        improving the skills of teaching staff, particularly in the use of ICT and delivery
        techniques. A robust “CPD” programme (Teachers’ Toolkit) has been a primary driver
        in providing strong professional development opportunities to College teaching staff. All
        curriculum areas have had high levels of investment which has ensured high quality
        resources being available to teaching staff and of course learners. In short the College
        has a comprehensive range of excellent resources, some of which are truly outstanding.




                                                 7
1.1.5   Quality

        Quality policies/procedures that specifically affect Teaching and Learning have been
        fully implemented over the past three years and have further been underpinned by the
        Teaching & Learning Centre and by the work of Standards Teams. In 2005-06 the
        College commissioned Tribal to undertake work on curriculum planning and delivery,
        part of the culture of continuous improvement. During 2005-06 the College began to
        revise its Self Assessment Report (SAR) in line with the new guidance from Ofsted and
        the LSC.

1.2     Learner Support Services

1.2.1   Learner Support

        Learner Support Services (LSS) broadly met its objectives under the 2003-06 plan.
        Learners cross-College had access to good levels of support whether it was study
        support or support of a more generalised and/or personal nature. The area ensured it
        met governmental legislative requirements and it worked exceptionally well with local
        and regional bodies/agencies particularly in planning and participation. LSS also
        supported the curriculum teams through additional support activities, which helped a
        number of learners stay on programme and achieve. Additionally in 2005-06 a retention
        officer was appointed and worked with 20 at risk programmes. At the academic year-
        end 2006 a 7% increase in the retention figure was reported, an initiative that will be
        continued over the life of the new plan (with double the resource). The area was also
        successful in terms of providing a varied programme of enrichment activities which
        added value to personal study, experience and development.

1.2.2   Information, Advice and Guidance

        The College successfully met all of its objectives relating to Information, Advice and
        Guidance. In particular, it responded well in providing a wide range of communication
        formats that met the needs of our diverse customer base. The College strengthened its
        partnering relationships with Connexions Humber and with the Local Authority.

1.3     Service Excellence

1.3.1   Standards and Quality

        In the second half of the plan the College made Quality a cross-College theme and this
        theme continued over the 2006/07 year. Over the period the quality improvement
        agenda has been rigorously implemented across all curriculum and support functions
        at both the operational level and the strategic level through a structural business review
        process. Where applicable, service area standards have been revised, as have all
        appropriate key quality documents including the Self Assessment process for
        Curriculum and Support functions. Over the period Standards Teams have been active
        and have continued work in the assessment of curriculum quality. In the last year of the
        plan the Principal set up scrutiny and performance panels to specifically monitor the
        performance of all cross-College managed functions. This initiative was very successful
        and it will continue into the plan.

1.3.2   Continuous Improvement

        Over the period the College successfully maintained its Investor in People and Charter
        Mark awards, the former also being won additionally by the College’s subsidiary
        Company. The College will continue to improve its performance year on year and this
        will remain a focused strategic objective in the years to come and certainly over the life
        of the new plan.




                                                8
1.4     Financial Health

1.4.1   Financial Stability and Sustainability

        The College has had an excellent period between 2003-06 and has moved from an
        indifferent financial position in 2001/02 to a position of financial strength. Over the life
        of the plan it made consecutive surpluses and built up its reserves. It has financial
        health category ‘A’ status and over the life of this plan increased its turnover by £3.5m.
        Over the past 3 years the College has made substantial investments in its
        fabric/infrastructure without having to take out loans, indeed during the period it has
        reduced its existing loan and had it re-profiled.

1.5     Business Development

1.5.1   Partnership, Collaboration and Alliance

        The College has been extremely successful over the past 3 years in developing
        partnerships and collaborative ventures as well as securing multiple alliances with like-
        minded organisations within the Further and Higher Education sectors. It is a partner in
        two CoVEs (lead partner in one) both of which are sub-regional in nature crossing
        several catchment area boundaries. The College has excellent working relationships
        with the local LSC, North Lincolnshire Council, its 14 local secondary schools,
        University of Lincoln and the University of Hull. It has recently developed an emergent
        partnership with Bishop Grosseteste College and it has further strengthened its
        collaborative work with the University of Huddersfield. Additionally it has excellent
        employer engagement activities including a high profile Engineering Apprenticeship
        arrangement with Corus, the town’s largest employer.

1.5.2 Income Generation

        The College’s subsidiary company, Kingsway Consulting Ltd. plays a key role for the
        College in generating new income initiatives through its work with the local and regional
        business communities. It has and continues to be extremely successful in the provision
        and delivery of full-cost training either on the main campus site or through outreach
        sites or on site in business premises. The Company’s turnover has grown markedly
        over the life of this plan and through the gift aid arrangement with the College (the
        parent Company) it has enabled the College to increase its consolidated turnover.
        Kingsway Consulting Ltd. has restructured and works towards its own strategic plan
        and is supported by its own Board of Directors. It has built up an excellent reputation in
        the town and wider region and the Company is set to further expand over the life of this
        new plan. Both the Company and the College have been quick to respond to changes
        in the market place and equally both have been responsive to those income generation
        opportunities that have presented themselves over the years.

1.5.3   Marketing

        Over the life of the plan the College has had reasonable success in its marketing
        activities. It has produced high quality promotional material for both internal and
        external use. The functional area has broadly met its objectives.

1.6     Accommodation

1.6.1   Accommodation and General Resources

        Notwithstanding the on-going and seemingly continuous DDA/SENDA agenda, the
        College met all of the objectives set. The College’s infrastructure has been improved
        markedly over the life of the plan through a continuation of new build, substantive
        refurbishment and the up grading of a wide range of equipment and learner facilities. In
        total the amount spent by the College between 2003-06 exceeds £2.5m. The majority
        of this investment was used to enhance teaching and learning across all curriculum
        areas and thereby providing our learners with the very best learning environment
        possible. Improvement work will continue over the life of the next plan so that by 2010
        the College will have a truly outstanding teaching and learning physical resource.

                                                 9
1.7     Human Resources

1.7.1   Staff Development

        The College has had a full and supportive programme of staff development over the
        past 3 years. The programme has been inclusive and has had a wide participation rate
        in each of the 3 years. Staff have accessed courses through internal and external
        delivery and many staff have acted as deliverers on a range of technical and
        management development programmes. Staff development needs have been tracked
        through the College’s appraisal system thus ensuring individual need is also associated
        with the needs of the business. Targets set for teaching staff (full-time and part-time)
        relating to achievement of teaching qualifications have broadly been met.

1.7.2   Employee Resourcing

        The College did revise its policy on recruitment and selection and it has carefully
        monitored its procedures and it will continue to do. It has had problems in recruiting
        teaching staff in several curriculum areas, largely due to market forces. However, by
        the end of the plan progress had been made in the areas of construction, early years,
        health and social care and engineering. The College has also used innovative
        approaches for search and selection and has used a wider variety of media to carry
        advertisements. Collectively such approaches and strategies have enabled the College
        to be reasonably successful in recruiting to shortage areas, as highlighted above and
        such tactics will be employed in the future.

1.7.3   Employee Relations

        Communication has improved significantly over the life of the plan. Staff received
        information through a range of channels from meetings, internal publications, notice
        boards, emails and so on. The College has maintained good working relationships with
        its recognised trade unions and generally it maintained excellent working relationships
        with external agencies. By the end of the plan staff morale had been raised and was
        considered to be good.

1.7.4   Maintaining Kite Mark Awards

        Investors in People and Charter Mark awards were successfully retained. Additionally,
        the College’s subsidiary Company, Kingsway Consulting Limited, achieved the
        Investors in People award and Customer First, in its own right.

1.7.5   Employee Diversity

        Both objectives have been fully met and in many ways exceeded.

1.7.6   Staff Communication

        ‘See Employee Relations’.

1.8     Information Technology and ILT

1.8.1   Resources and Training

        Consistently planned and structured investment has been maintained in the College’s IT
        infrastructure over the past 3 years. Six figure investments year on year has enabled
        the College to broadly keep pace with the speed of technological change and to provide
        learners and staff with good resources. The College has implemented its replacement
        cycle for IT equipment (learner and staff needs) and it has invested in new and
        improved IT systems. The College has complemented the investment in its physical
        resource with an equal investment into the training needs of its teaching and support
        staff.



                                              10
        The College continued to improve its management information systems and managers
        received timely and accurate data relating to retention, achievement and success rates
        year on year. By the end of the plan the College had embarked upon its plan of up-
        grading appropriate teaching areas with interactive white boards so that teachers could
        embrace ILT through the curriculum. The College intends to continue with this over the
        life of the new plan and it will form part of projected new levels of investment.

1.8.2   Information Systems

        As has been reported above, good progress has been made in the development of
        efficient and effective reporting systems. The College had a very good and consistent
        track record of meeting all Funding Council deadlines (LSC and HEFCE) over the life of
        the plan.

1.9     Risk Management

        The College had an outstanding track record in terms of devising, implementing and
        embedding risk management across all of its business functions over the past 3 years.
        It was consistently congratulated by the LSC and by its internal auditors on its robust
        approach to business risk management. Over the period the College used its risk
        management action plan(s) as part of its overall approach to organisational
        management, which has proved to be a very successful strategy. Clearly the College
        will continue to ensure risk management is effectively deployed as it strives towards its
        targets in 2010.

1.10    Health and Safety

        The College broadly met all its objectives over the life of the plan. Further it developed
        systems and procedures, which significantly improved the administration and reporting
        of learner ‘off-site’ working (seen by the local LSC as good practice). This initiative will
        be further refined/developed over the life of the new plan. During the period the College
        revised its Health & Safety Policy and revised its Health & Safety Committee, which has
        led to improved health and safety management. Health & Safety reports were provided
        for every meeting of the full Corporation Board and Board minutes demonstrate that the
        College improved its performance over the period. Additionally, the College made
        health and safety an integral part of its risk management strategy and this will continue
        to be the case as the College moves forward to 2010.




                                                11
2.          NEEDS ANALYSIS

2.1         Methodology

            This Needs Analysis gives details of information sources used by the Marketing
            Department for Needs Analysis purposes, and gives details of all groups
            (external/internal), agencies and organisations that have provided the information

2.2       Labour Market Information & Reports

          The following sources are monitored periodically for national and regional LMI:

 Yorkshire Futures                                 http://www.yorkshirefutures.com
 SSDA                                              http://www.ssda.org.uk/
 LSC                                               http://www.lsc.gov.uk/
 Office for National Statistics                    http://www.statistics.gov.uk
 Department for Education & Skills                 http://www.dfes.gov.uk
 DFES - Trends                                     http://www.dfes.gov.uk/trends/
 Plus other sources as appropriate

          The Regional Economic Strategy for Yorkshire and Humber 2006-2015 has now been
          produced by Yorkshire Forward and provides us with key information regarding the region
          and it’s strategic direction for the future.

2.3       Consultation With Stakeholders, Employers, External Bodies and Local Community

          Close relationships have been developed with a number of external groups, organisations
          and employers, these include:

           Schools Careers Coordinators Group
           Schools Workers Experience Coordinators Groups
           14-19 Pathfinder Steering Group
           Increased Flexibility Steering Group
           Connexions Manager Meeting
           University of Hull
           University of Lincoln
           Consortium for Learning
The Guidance Team routinely receives feedback relating to market needs and wants through
their interactions with school pupils, college learners and members of the public seeking advice
or guidance. Such information is passed on as appropriate to the marketing department.

Marketing and Guidance meet with Connexions on a termly basis and these meetings include
LEA Advisers, and representatives from local schools.

2.4         The National Context

Recruitment Problems – Source: ESS2004 (DfES - Employers Skill Survey)

          Approximately 18% of establishments reported vacancies at the time of the survey (this
           is a 4% increase against the figures for 2001), around 8% of establishments reported
           hard-to-fill vacancies, and 4% reported skill-shortage vacancies
          The proportion of establishments reporting vacancies, hard-to-fill vacancies (HTFV), or
           skill-shortage vacancies (SSV) rises quite sharply with the number of people employed.
           Small employers with less than 5 employees reported a 10% HTFV and 4% SSV, whilst
           employers with 100+ employees reported an average 62% incident of vacancies and
           15% SSV



                                                   12
         Skilled trades positions account for 1 in 5 of all SSV’s and indicates particular
          recruitment difficulties especially for skill-related reasons, within skilled trades positions
         Reasons for hard-to-fill vacancies are varied, however the most frequent reason is due
          to applicants not having required skills - 32% 2004, 45% 2001. Although this figure has
          dropped since 2001 - “Lack of qualifications” as a reason has increased from 8% in
          2001 to 14% in 2004
         Of the skills that are particularly lacking in connection with the above little has changed
          since 2003 - with technical and practical skills mentioned most frequently. The main
          changes are in literacy and numeracy skills with a relatively large increase from 23% to
          28% and 20% to 25% respectively (2003 to 2004)
         Overall 1 in 7 employers (15%) sourced at least some training during the last 12 months
          through an FE College, and 7% funded or arranged such training as a result of tailored
          or customised advice they received from an FE College. Of those undertaking any off-
          the-job training, a third arranged some training through an FE College
         FE Colleges have greater success engaging in larger employers - clearly an easier
          group with whom to engage
         51% of training provided by FE Colleges are job specific, 29% Health and Safety, 26%
          in New Technology, 20% Management and 12% Supervisory
          Employers were generally satisfied with the training sourced through FE Colleges
          27% of skills gaps within existing staff is due to “Failure to train and develop staff”

2.5       The Regional Context

          The Yorkshire & Humber region reports 21% of employers with vacancies (3% higher
           than national average), 9% HTFV (1% higher than national average) and 6% SSV
           (same as national average)
          Yorkshire & Humber report 191,000 employees not fully proficient (ie. No of skills gaps),
           this is 22% of establishments with skills gaps
          Across the region the skills gaps by occupation summarise as follows:-

               o   Managers/Professionals/Associate Profs              - 28%
               o   Administrative                                      - 15%
               o   Skilled Trades                                      - 9%
               o   Personal Service                                    - 14%
               o   Sales                                               - 17%
               o   Operative                                           - 13%
               o   Elementary                                          - 12%

          Within these sectors specific skills gaps are greatest in Communication Customer
           Handling, Team Working and Technical and Practical Skills and the smallest skills gap
           remains IT and foreign language skills

2.6       The make-up of the Yorkshire and the Humber economy

The industrial structure of the Yorkshire and the Humber economy differs somewhat from that
of the UK as a whole, insofar as it is relatively ‘overweight’ in the production and distribution of
goods, as well as in construction and public sector-type services, but relatively ‘underweight’ in
other service industries, especially financial and business services.
In this survey, Yorkshire firms have reported above average increases in most of the main
indicators, as has been the case in recent surveys. However, it does not appear likely that this
is due to the differing structure of the economy, as in general the manufacturing sector has
performed more weakly than other parts of the economy.




                                                    13
                              1
Shares in UK production                                Yorkshire & H. UK average           Difference


Manufacturing                                             21.6             18.0              +3.6
Public administration, education and health                9.2             17.0              +2.2
Wholesaling and retailing                                 12.8             12.0              +0.8
Construction                                               5.8             5.2               +0.6
Energy, water, mining and agriculture                      3.8             3.4               +0.4
Financial and business services                           21.3            28.1               -6.8
Hotels, restaurants, leisure and personal services         7.7              8.3               -0.6
Transport and communication                                7.9              8.1               -0.2



1% of gross value added, ignoring ‘adjustment for financial services’, 2000. Source: ONS
Regional Trends, 2004



2.7       Survey for Yorkshire & Humber Regional Economic Trends - November 2005

          Businesses are less optimistic about the business environment than 6 months ago
          Businesses expect to see continuing falls in profit margins over the next 12 months
          Average prices have continued to rise over the past year coinciding with the majority of
           businesses passing on these costs to customers

Training and Skills

          A fifth of businesses in Yorkshire and the Humber feel that there are no skills that need
           improving to bring about business benefits
          Among companies with skill gaps, marketing and management remain the skills most in
           need of improvement in the region
          34% of Primary and Manufacturing companies consider management skills to be in
           need of improvement
          65% of medium-sized and large companies feel that management skills need
           improvement
          Humberside is cited as being in greatest need of marketing skills (along with North
           Yorkshire - 34 and 29% respectively)
          Businesses are now less likely to provide training for their staff and in those companies
           that do train, the proportion of staff receiving training has fallen slightly. The majority of
           businesses that provide training do so through private training providers
          Positively though 19% of businesses in Yorkshire and Humber feel there are no skills
           that need improving to bring about business benefits. This compares to 16%
           throughout England
          57% of companies provide training for their staff - this is a slight deterioration against
           63% in March 2005
          Financial and Business Services are most likely to provide training for staff
          60% of businesses in all industries use mainly private training providers, with 47% of
           construction businesses using further education colleges or universities



                                                    14
2.8   Statistical Information - Population of Scunthorpe
      Qualifications (Jan 2005-Dec 2005)
      Source: annual population survey

      Employee jobs (2004)



                                Scunthorpe                  Yorkshire and The    Great
                                             Scunthorpe
                                (employee                       Humber           Britain
                                                (%)
                                   jobs)                           (%)            (%)
Total employee jobs               40,900             -              -               -
Full-time                         27,400            67.0          66.8            68.0
Part-time                         13,500            33.0          33.2            32.0
Employee jobs by industry
Manufacturing                     7,900             19.3          14.6            11.9
Construction                      3,000              7.2           5.1             4.5
Services                          29,800            73.0          79.0            82.1
Distribution, hotels &
                                  10,300            25.2          24.5            24.7
restaurants
Transport & communications         3,200            7.9            6.0                5.9
Finance, IT, other business
                                   4,300            10.4          16.0            20.0
activities
Public admin, education &
                                  10,700            26.2          27.9            26.4
health
Other services                     1,400            3.4            4.5                5.1
                 †
Tourism-related                    2,600            6.3            8.0                8.2


Source: annual business inquiry employee analysis




                                                           Yorkshire and    Great
                          Scunthorpe       Scunthorpe
                                                            The Humber      Britain
                           (numbers)          (%)
                                                                (%)          (%)
NVQ4 and above                7,400           15.5              22.2         26.5
NVQ3 and above                16,600          34.9              41.0         44.4
NVQ2 and above                26,400          55.3              60.5         62.9
NVQ1 and above                36,900          77.3              76.0         77.2
Other Qualifications          5,100           10.7               8.1          8.4
No Qualifications             6,000           12.5              15.8         14.3




                                             15
                                        Employment Trends 2002-16 - Humber Region
                                                                                  (Source: LMI Humber EBLO)

                                        20%
                    20%                            17%

                    15%
                                                               10%
                    10%
Percentage




                    5%                                                       2%

                    0%
                                                                                              -2%           -2%
                    -5%                                                                                                    -4%           -4%

                   -10%
                                                                                                                                               -11%
                                                                                                                                                           -12%       -12%
                   -15%
                                                                                                                                                                                -16%

                   -20%
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                                                                                      Occupation
             2.9              Employment Trends 2002 - 2016 - Humber Region (Source: LMI Humber
                              EBLO)

             This graph above demonstrates that there are certainly areas of specific growth i.e. Hotel and
             Catering, Health care and finance with a distinct occupational decline in metals, public
             administration, chemicals and retail.

             2.10      North Lincolnshire School Leavers 2005 - 2016

             As the graph above demonstrates there will be a significant drop in numbers of year 11 school
             leavers over the next 10 years. This will impact the future provision and planning of the college
             and makes the analysis of up to date labour market information of utmost importance in
             understanding the needs of the local community and the national employment requirements
             when formulating strategies for the future.

             There will be a drop of 287 year 11 leavers from 2005 to 2016, this is a decrease of 13% and
             will make the recruitment process more competitive in order to maintain the numbers of
             students at their current level.

             The focus therefore should be on providing the most appropriate and needed qualifications at
             the appropriate levels.




                                                                                                     16
         2300



                                       2236

         2200
                                                 2192

                             2160


         2100
                   2081
                                                           2057
                                                                     2043

                                                                                 2012
         2000
Number




         1900                                                                              1897      1898




         1800                                                                                                  1797
                                                                                                                                   1774
                                                                                                                         1765



         1700




         1600




         1500
                2005      2006      2007      2008      2009      2010        2011      2012      2013      2014      2015      2016
                                                               Year Finishing Yr.11


         The overall population of the region is changing with a trend that demonstrates inward migration
         into the region. In addition the structure of the local population is changing, so not only are the
         number of year 11’s falling but the proportion of the population over 65 is increasing and by
         2020 will be 33% greater than today.

         2.11     Curriculum Response To Needs Analysis

         North Lindsey College is well positioned to capitalise on the local demand with tremendous
         investment to the buildings and infrastructure over the last 3 years of over £3.5 million. The
         focus for the future is to maintain and improve quality of provision with specific intention on
         improving achievement.

         The demand for management and supervisory skills is met by the college’s provision of
         business and administration qualifications, from basic levels through to degree level.




                                                                         17
   The college has divided the market into four segments, in order to more effectively satisfy the
   needs of the various college user types:

TOTAL          “People seeking vocational or post-compulsory education in North Lincolnshire and the
MARKET         surrounding areas”
TARGET         Young           Older           Adults returning to or seeking      Organisations
MARKET         teenagers       teenagers       further or higher education         seeking staff
SEGMENTS       seeking 14-     seeking post-                                       development
               16 vocational school
               education       education
SUB-                                            Young adults seeking
SEGMENTS                                            progression from full-time FE
                                                    into HE
                                                Unemployed adults seeking
                                                    improved prospects
                                                Employed adults seeking
                                                    improved prospects
                                                Hobbyists/Social Learners
                                                Growing Immigrant
                                                    population - ESOL
                                                Adults of all ages seeking
                                                    Basic Skills - numeracy and
                                                    literacy.

   Each of these market segments is targeted with appropriate provision and associated facilities
   and services:

          Main Campus - Post 16 Training
              o Work Based Learning
              o Basic Skills
              o Part-time and full-time provision

          Higher Education Centre
               o Foundation Degrees
               o HNC’s and HND’s
               o Degrees
               o 14 - 16 Skills Centre
               o Vocational courses in association with the local schools

          Kingsway Consulting
               o Full cost training for local employers
               o “Tailor-made” training

   Current delivery of provision is supported at the three-outreach centres, as follows:

          Barton IT Centre
          Crowle Community Resource Centre (Single room)
          Pakistani Islamic Cultural Centre (Single room)

   The geographical spread facilitated by these facilities means that the college serves a wide
   customer base. The outreach centres are located across North Lincolnshire population centres
   of Barton and Crowle, plus the Islamic centre in Crosby. The Crosby area is the major centre for
   ethnic minorities in the county, and the outreach centre in this area is largely focused on
   building links with these communities and encouraging participation in learning. A special focus
   of the Islamic Centre is to encourage Asian females to participate in education, as this is a
   group, which is under-represented. As such, female-only sessions are held.




                                                   18
2.12    The Future
                                   th
 The Leitch Report, published on 5 December 2006, proposed substantial policy changes to
radically upgrade our national skills stock to 2020. The AOC is calling for a radical new
approach to up-skilling the nation. The College has in place a sound base upon which to grow,
develop and meet the needs of the government changes.

2.13    Summary

The Key findings are as follows:

       The College works effectively with many stakeholders
       Across the Yorkshire and Humber region 22% of establishments report skills gaps and
        the main occupational areas with skills gaps are management, professional, customer
        service and marketing
       73% of the population of Scunthorpe are employed in “services”, 26.2% are employed
        in “public admin, education and health” and 25.2% are employed in “distribution, hotels
        and restaurants”
       The population of Scunthorpe falls below the national average in numbers of population
        trained to NVQ Level 3 and 4 by 9.5% and 11% respectively
       There is a marked decline in the number of year 11’s leaving school over the next 10
        years
       The structure of the population is changing with a 33% increase in over 65’s by 2020
       The College has experienced tremendous investment over the last few years
       The College is well placed to meet the changing needs of the local community in terms
        of employment, individual requirements and to meet national initiatives and changes to
        the educational system




                                              19
                             Position Statements



   Teaching and Learning



   Human Resources, Equality and Diversity



   Information Technology



   Risk Management



   Accommodation



   Health and Safety




                                     20
3. TEACHING AND LEARNING

Introduction

This Position Statement reflects the generic aim of setting teaching and learning within the
overall context of North Lindsey College and thus consequently informing the development of
Strategic Aims as they support the teaching and learning processes. It is recognised that the
teaching and learning agenda will continue to evolve; new priorities will emerge, as government
policy changes and as such new priorities will develop.

The challenge is to develop Teaching and Learning strategies that provides a methodology of
managing both continuity and change. It is imperative that North Lindsey College seeks to
capture both continuity, in terms of aims and change, in terms of strategies that respond to
external factors and internal need.

North Lindsey College is a key provider, of education and training within North Lincolnshire. The
college plans to continue to make a significant contribution to stimulating participation in 14-19
vocational further education, adult and higher education. It is perfectly positioned within North
Lincolnshire to meet and respond to local, regional and national skills shortages. It has clear
intent to develop learning opportunities, consolidating its aspiration to be the college of choice
within North Lincolnshire. We are in a period of rapid change within the education sector and
must be responsive to local, regional and national initiatives and demands. What is certain is
the challenges that Teaching and Learning at North Lindsey College face are encapsulated by
the following drivers:

       Raising standards and success rates
       Improving quality of the learning experience and assuring value for money
       Removing barriers to learning and participation in learning
       Preparing learners for employment
       Upskilling the workforce
       Ensuring that every learner achieves their full potential
       Develop new curriculum models that reflect both opportunities arising from technology
        and respond to the education transformation agenda

The Future of Teaching and Learning

The Learning and Teaching strategy is designed to deliver outcomes that are consistent with
the Mission, Values and Strategic Aims of North Lindsey College. The College intends to
expand learning opportunities whilst taking full account of local, regional and national skill gaps.
This will be an evolving and responsive strategy. We will set out what North Lindsey College is
aiming to achieve in the next 3 years within Teaching and Learning. It needs to be able to shape
a vision of future learning and how this will be realised. There are some over arching issues that
the college will address through the appropriate strategy:

       Empower learners – with more active learning, people of all ages will take more
        responsibility for what and how they learn, achieving their personal learning goals as
        self-directed lifelong learners using new technologies
       Be creative and innovative – teaching will be more creative, developing new ways of
        teaching and learning for a knowledge based economy
       Offer flexibility – an increasingly responsive and personalised curriculum would adapt to
        the needs of all learners, wherever and however they need to learn, on campus, at
        home, or in the workplace
       Achieve better value – we will develop innovative ways of deploying our resources,
        exploiting e-learning alongside other teaching methods, to achieve improved quality and
        assure value for money
       Generate a professional workforce –meeting the needs of employers and other
        stakeholders alike.


                                                21
Teaching and Learning Key Aims

North Lindsey College faces a number of key challenges and these have been encapsulated by
the following Key Aims:

      We will be recognised for excellence in learning and teaching, developing approaches
       that are learner centred whilst meeting other stakeholder needs
      We will raise learner’s aspirations and develop both vocational and lifelong learning
       skills
      We will create a culture of innovation within teaching and learning that allows staff the
       opportunity to respond effectively to the demands of developing appropriate teaching
       and learning strategies

Teaching and Learning Strategy Key Objectives

      Provide a curriculum, which is inclusive and meets both the learner and stakeholder
       need
      Deliver a flexible curriculum, which includes academic and vocational options, work-
       related and work-based learning opportunities, study and basic skills as appropriate
      Provide Learning programmes, which raise and broaden their aspirations and motivate
       them to continue to learn
      Provide high quality advice and guidance, which is comprehensive and impartial
      Provide clear progression routes and pathways which are appropriate for all abilities
       following qualifications which allow them to progress at a pace suited to their needs and
       which are valued by stakeholders
      Facilitate learner involvement in the planning and evaluation of provision
      Provide effective teaching and training which takes cognisance of individual learning
       styles and supports them through the learning experience




                                               22
4.    HUMAN RESOURCES, (including Equality and Diversity)

North Lindsey College has continued to focus on providing an ethos of personal development
and opportunities for growth for all staff, within a strong supportive culture.

Despite continuous legislative changes which have impacted upon the HR function, the College
has met the majority of objectives set, through developing policies, procedures and processes
which provide stability, encourage growth and foster best practice.

All staff receive a thorough induction, which continues throughout their probation period, to meet
their individual needs. Staff, both new starters and those who need extra support can access
trained mentors, and there are a number of policies in action, which actively provide support
through periods of difficulty.

The College has a robust recruitment process, and all participating managers have training on
College process, legislative requirements and best practice.

All staff access CPD, some for predominantly best practice in their job role, but many to
increase their qualifications and vocational expertise. With a newly developed teacher-training
unit, all teachers are qualified within a stipulated time, achieving C&G 7302, Cert Eds and
PGCE’s.

Within the College, a progressive package of bespoke programmes is provided to meet
succession planning and individual development needs. A full generic programme is focussed
on Health & Safety, Equality & Diversity and IT focussed areas. There is also a full teachers
toolkit. All programmes are well subscribed, and are likely to continue to be so.

All staff participate in a twice-annual performance appraisal and development review, which
identifies training needs for forthcoming programmes and encourages personal improvement
and growth.

Employee relations are good with both recognised Unions included in policy formulation and
regular consultation meetings.

The College has been re-assessed and maintained its IIP status, and Charter Mark status.

Huge strides have been made in promoting and embedding a culture of equality and diversity.
The Equality & Diversity group meet regularly to monitor activity and policies, and develop best
practice for all staff and processes. Seminars are well attended and provide for external and
internal delegates who have continued to raise the College’s reputation for commitment to
equality in the county.

As the College moves towards 2010, the HR function will look to find innovative solutions to
ongoing issues within the constraints of budgets and legislative changes.

Over the next 3 years the focus will be on recruiting and retaining a well qualified, motivated and
highly performing workforce.

Appropriate reward structures will be an important tool to recruit to areas of skills shortage and
acknowledge performance excellence, which will continue to build a strong ethos of professional
achievement and quality provision.

The job evaluation process will become more focussed on the changing roles of all staff and
reward appropriately in line with the College development plan.

All policies will maintain the ethical and legislative good practise currently promoted, whilst not
stifling individuality and innovation.

New technologies will be employed to ensure that by 2010, the majority of recruitment and
advertising will take place on line, which will culminate in a more robust and responsive service
to applicants and the College.



                                                 23
The College will maintain its IIP status through the new IIP process.

Equality and Diversity will be a major focus as new legislation comes into the public domain,
alongside the Colleges commitment to achieve best practice for all stakeholders.

CPD will continue to provide staff with opportunities to develop their performance and their
careers. The majority of this will take place in-house through bespoke courses provided by
Managers, the Business and HE.

All teachers will be qualified (or working towards a qualification), through training provision from
the Teacher Training facility. A new provision for the vocationally qualified to apprentice
themselves within the College before deciding to continue to a professional qualification and
teaching career will be available. This will have a significant impact on areas of skills shortage,
and will develop a diverse workforce.

By 2010, the HR function will be offering a first class service in recruitment, CPD, payroll and
related HR. All policies and procedures will be closely integrated to ensure a legally compliant
and professional process.

A full and appropriate reward structure and job evaluation will be in place to facilitate a strong
package to attract potential candidates, and reward professional excellence.




                                                 24
5.   INFORMATION TECHNOLOGY

During the period 2003/06 the college substantially improved its IT systems and facilities.
Capital expenditure of approximately one million pounds during the period ensured both a
steady increase in, and regular replacement of, equipment and software. Mid way through the
2003/06 period a change in student records system was ‘forced’ on the college by a suppliers
commercial decision to unify its systems rendering the college system obsolete. The
replacement has now been in operation 2 years, is operating satisfactorily and will continue to
serve the college through 2007/10.

An increase in demand for IT services due to expanding facilities (leading to increased staffing)
combined with a period of high staff turnover has seen the complete rebuilding of the college IT
team. The new team has developed well over the last two years and now provides an excellent
service to learners and staff and is well prepared to take college ownership of technology
forward through the next strategy period.

The period 2003/06 saw a major expansion of IT facilities across the college and the completion
of a campus wide network to support those facilities. Work on improving network resilience,
started during 2003/06, will continue through the 2007/10 period. Between 2003 and 2006 the
ratio of PCs to learners improved from 5:1 in 2003 to 4:1 in 2006, the ratio of PCs to lecturing
staff from 2.5:1 in 2003 to 1:1 in 2006. Overall the number of PCs available in college rose from
812 in 2003 to 1112 in 2006. To date prudent management and willingness to spend capital on
the less glamorous aspect of IT – stock maintenance - has protected the college from the
problems arising out of old equipment which, according to The Becta (British Educational
Communications and Technology Agency) Review 2006, are becoming common in the FE
sector. Facilities introduced during 2003/06 include a motor vehicle auto-diagnostic centre
(equipped with PC suites and fault simulation software and hardware), HE IT suites,
redeveloped IT facilities within the learning resource centre, introduction of PCs to all teaching
rooms and an increase from a handful of portable digital projectors to sixty-eight fixed
installations (representing 67% of all suitable rooms) – many with associated interactive
whiteboards.

Funding uncertainty has lead to the production of annual action plans rather than longer term
strategies – this will change for the period 2007/10 with the development during 2006/07 of a
three year strategy for IT to support the 2007/10 college strategic plan. One area in which a
longer-term strategy has been developed is the provision of a Virtual Learning Environment
(VLE). The three year VLE strategy will see all staff familiar with and using the system by the
end of the 2007/08 academic year. Further development and exploitation of the system will
take place throughout the 2007/10 period.

The main characteristic of 2003/06 was a concentration on expansion of facilities and
infrastructure. Although facilities will be maintained and further work on improving network
resilience will take place, including working with Yorkshire & Humberside Metropolitan Area
Network (YHMAN) to provide alternative routes to the internet, there will be a change in
emphasis during 2007/10 towards exploitation of the technology to improve and enhance
teaching and learning and add to the learners experience while at North Lindsey College.
Providing for the annual replacement of high volumes of equipment will continue to prove
challenging but, assuming the college encounters no serious funding setbacks, will be
achievable without becoming the dominant issue of past years. Other infrastructure issues that
will be addressed during the 2007/10 period are the provision of wireless technology where the
business case is proved and the replacement of the current telephone system to ensure college
business communications needs can be met for the coming 10 years.

The demands of a modern business require an increasing range of business support and
decision support systems. During 2007/10 several systems will be introduced, replaced or
enhanced to meet these needs. New developments will include a document management
system and electronic diary/calendar system. The current human resources system will be
replaced early in the strategy period, electronic registers (in development/early implementation
stage in 2006/07) will be embedded and work integrating these and other business systems will
take place to provide maximum benefit to the college.




                                               25
The increased emphasis on exploitation of technology in teaching and learning will see a range
of developments to benefit learners – some targeted at particular client groups (HE, entry level,
Full time, distance learners, factory based learners etc.) others (e.g. further development of the
VLE) able to provide benefits to all groups. The period will see the completion of the plan to
provide all suitable teaching rooms (approximately 100) with digital projectors and interactive
whiteboards. Additionally, delivery of audio-visual material to rooms will use existing network
infrastructure combined with the projectors to enhance the value of these college investments.
To extract the full value of these developments for learners the 2007/10 strategy will require an
expansion of staff training, particularly targeted at lecturers, based on a comprehensive analysis
of ICT/ILT training needs.

In summary 2003/06 saw a concentration on infrastructure and facility development. In
2007/10, while maintaining the high level of IT facilities achieved in 2003/06, there will be a shift
in emphasis towards innovative and full utilisation of existing and ongoing investment to
enhance all aspects of teaching and learning and the learner experience.




                                                 26
6.   RISK MANAGEMENT

The College had an outstanding track record in terms of devising, implementing and embedding
risk management across all of its business functions over the past 3 years. It was consistently
congratulated by the LSC and by its internal auditors on its robust approach to business risk
management. Over the period the College used its risk management action plan(s) as part of
its overall approach to organisational management, which has proved to be a very successful
strategy. Clearly the College will continue to ensure risk management is effectively deployed as
it strives towards its targets in 2010.

Since the introduction of the College’s Risk Management Group in January 2002 risk
management has been effectively implemented across all business functions of the College.
Annual risk management strategies have been developed, implemented and rigorously
monitored, all overseen by the Risk Management Group on behalf of the Corporation Board.
Risk Management is now fully embedded across College and our strategies and procedures
have been independently endorsed by excellent ‘Full Assurance’ audit reports since 2002. The
Corporation Board monitor risk management through its audit committee and it receives an
annual report from the Risk Management Group at its July meeting. The Risk Management
Group is further supported by a sub-group, the Business Security and Continuity Group that
specifically looks at issues of a security and continuity nature. The minutes and
recommendations of this group go to the Risk Management Group for consideration. The
senior management team effectively deploy risk management strategies, as part of the overall
operational management of the College and such strategies are now part of the management
culture at North Lindsey.

The College intends to continue its operational and strategic management approaches to
business risk management over the life of this plan and strategies will embrace all the College’s
primary business segments as follows (see also Risk Management Action Plan):

    Governance
    Management
    Academic
    Financial
    Human Resources
    Business Systems & Information Technology
    Health & Safety

        All of the above categories will have their schedule of risks priority rated as follows:

        P1      :        significant
        P2      :        contingency
        P3      :        house keeping
        P4      :        low

        In addition all individual risks that are in the annual risk management action plan will
        also carry one of the following designations, which reference the type of risk:

        S       :        strategic
        C       :        compliance
        O       :        operational
        F       :        financial
        R       :        reputational

The College’s approach to risk management is based upon Professor Roger Bennett’s risk
management model, devised for the Further Education sector and endorsed by the LSC and
the Association of Colleges. This model will be used over the life of this plan.




                                                27
7. ACCOMMODATION

The College has had to conform to a wide range of legislative changes not least DDA/SENDA
regulations, the College met all of the objectives set. The College’s infrastructure has been
improved markedly over the life of the previous plan through a continuation of new build,
substantive refurbishment and the up grading of a wide range of equipment and learner
facilities. In total the amount spent by the College between 2003-06 exceeds £3.5m. The
majority of this investment was used to enhance teaching and learning across all curriculum
areas and thereby providing our learners with the very best learning environment possible.
Improvement work will continue over the life of this plan so that by 2010 the College will have a
truly outstanding teaching and learning physical resource.

The College produced its latest 3-year Accommodation Strategy in 2005; the plan will come to
conclusion at the end of July 2008. The College intends to revise its strategy during the 2007-08
year in line with the 2010 agenda of the wider strategic plan. In practice such revisions will take
account of the years 2008-09 and 2009-10.

Since incorporation (April 1993) the College has continued to grow its campus and outreach
provision to meet the growth in its learner numbers. Up to 2001 notwithstanding the
acquirement of the Kingsway Centre the emphasis was largely on accommodation
refurbishment and subsequent utilisation. Since 2001 and up to and including 2006 the College
has invested heavily its infrastructure spending in excess of £4.5m on a range of new build and
refurbishment projects. During this development period the College’s accommodation and
facilities have been significantly enhanced and now provides a standard that will compare very
favourably with most in the further education sector. This level of commitment ensures the
learner and the community are provided with first class resources complimented by an equally
first class teaching and support staff. The College is indebted to a number of organisations for
their grant support towards the accomplishment of numerous large capital projects whether it be
new build or major refurbishment. The local Learning and Skills Council and Yorkshire Forward
in particular have dispersed funds to the College to facilitate accommodation improvements.
The level and speed of development during this past five years have significantly transformed
the campus building stock and its profile and whilst the physical impact of all of this
development cannot be underestimated it is the impact on the learners and staff that has made
the real difference in terms of their use and dynamics. Where funding has permitted the
College has endeavoured to build and/or refurbish to the highest standards and when the
opportunity has presented itself (as with auto diagnostics) it has put in ‘cutting edge’
facilities/technology.

The College recognises the importance of providing its customers with quality accommodation,
fixtures and fittings and that it needs to maintain such resources accordingly. Investment is a
primary factor in sustaining top-level facilities, but equally there is a level of constraint that is
attached to this. Throughout this plan the College will try and utilise funds it generates through
its capital budget allocation programme based upon affordability complimented by revenue
budgets attached to maintenance programmes. Clearly in recent years the College has had an
ambitious programme of infrastructure development, during the lifetime of this plan the
emphasis is likely to change from one of new development to one of maintenance with some
refurbishment. New development will not be precluded towards 2010 particularly if
opportunities avail themselves and provided the business reason is strong enough. The
College’s accommodation strategies need to ensure its building stock remains fit for purpose
and within the scope of funding and defined priorities to continue to incrementally improve
accommodation and facilities up to 2008 and beyond to 2010. In all future building and
refurbishment developments, energy efficiency will be a major consideration in assessing their
financial and environmental viability.

The College’s main site at Kingsway is supported by several satellite sites at Barton, Brumby
and Ashby Link. All three sites are owned by the local authority and the College leases space
within the buildings. On its main site the College has a good mix of building stock ranging from
foundation buildings circa 1950 up to modern buildings circa 2007.

Since 2002 the College has taken a much more structured approach to its accommodation
planning and utilisation than it did in its previous accommodation strategy. It has built upon its
achievements in this regard and has developed and improved its buildings and resources in line
with learner numbers and curriculum trends. Building additionally, refurbishment, or fabric

                                                 28
maintenance have in more recent years been prioritised according to capacity, delivery and
funding needs reflective of the expectations of a modern further education college. Funding
clearly is the major constraint in terms of development initiatives and planned maintenance
programmes. Budgets which year on year become more finite are the key drivers in terms of
what can be achieved. Towards 2010 and where circumstances dictate the College will
continue to bid for premises funding either directly through the existing rules of engagement
with the Learning & Skills Council (LSC) or from monies made available through local and/or
regional initiatives administered by the LSC, Yorkshire Forward, Government Office et al.
Additionally should the College continue to maintain its financial category ‘A’ status over the life
of this plan it is possible that surplus income could be used to facilitate capital and/or
maintenance programmes. This of course assumes the College is able to sustain its current
financial status from 2006/07 to 2010.

Since the introduction of the DDA/SENDA legislation the College has made steady progress
towards meeting the requirements of this emergent and important agenda. The expectation set
out by both policies puts a huge challenge upon the College both in terms of what it can achieve
and what it can afford to spend. (See Accommodation Strategy 2005-08 for more detail).


By 2010 the College is reasonably confident that it can deliver to its learners first class teaching
and learning resources that compare favourably with our competitor providers. Additionally, the
College will seek to broker partnerships with employers to help it deliver capital projects. All
accommodation will meet the needs both physically and culturally of a diverse cohort of learners
and staff. Energy efficiency will be achieved and sustained without compromising quality of
provision. Finally, it is anticipated that during the life of this plan, key decisions will be made
that affect the direction of the College, which in turn, may well determine the future nature of
building stock required.




                                                 29
8.   HEALTHY & SAFETY

The College continues to successfully raise the profile of health and safety across all areas of
its operation.

Over the life of the previous strategic plan a wide scope of activities has seen the development
of a number of new and exciting initiatives related to health and safety. Linked closely to these
initiatives have been two notable achievements.

In November 2006 the College was presented with the Association of Colleges Champion
Health and Safety Award. This prestigious award recognises the good health and safety
practices undertaken at the College. This is a tremendous achievement in a sector with over
400 Colleges.

The second notable achievement has been the reduction of accidents and incidents by 32% in
the academic year 2005/2006. A reduction that demonstrates our improvements in respect of
general health and safety management, inspection and audit and the level of training organised
and undertaken by learners and staff.

Underpinning these two highlighted achievements the following operational activities have seen:

        The opening of a Health and Safety Unit staffed by a team of health and safety
         professionals to support the work of the College Health and Safety Manager. This new
         team work closely with work placement organisers and assessors supporting learners
         and employers in the delivery of work experience and work based programmes.

        A number of new health and safety related policies have been introduced. The Health
         and Safety Management of Work Based Learners and Work Placement Learner Policy
         were approved in the Spring of 2005. This major policy covers activities involving any
         learner undertaking work placement or work experience programmes. The introduction
         of this policy underpinned the achievement of the Association of Colleges Champion
         Award.

        A Healthy Eating Policy was approved in June 2006 as a direct response to
         Government changes to the School Meal Services and the “Every Child Matters”
         agenda. Although colleges of Further Education fall outside the scope of the school
         meals standards the College introduced this new policy in order to engender a more
         healthy approach to food services and to provide a sustainable link to the School meals
         provision. The College sees this to be a very important development considering the
         large number of 14-16 year old school pupils attending the College on a regular basis.
         Working closely with the College catering provider a strategy is in place to continually
         improve the catering offer based around healthy and balanced choices.

As the College moves towards 2010 the profile of Health and Safety will continue to be raised.
Historically emphasis has been biased towards Safety. Much more emphasis will now be placed
on the development of issues related to Health.

Already the College has appointed a Health and Well Being Manager who is beginning the
delivery of a programme of activities associated with the Well-Being agenda.

One early development following this appointment was the introduction of a learner help
response line for Health, Safety Equality and Diversity matters. Recently launched for learners
out in the workplace this helpline service will be made available to all learners in the near future.

The use and availability of Occupational Health Services will be increased to both improve
absence management and the general health and well being of staff employed by the College.

In line with the European Health and Safety Initiative on Muscular Skeletal Disorders the
College will organise a range of training events and activities for learners and staff. Subsequent
Health and Safety Executive and European Health and Safety initiatives will be embraced and
be built into curriculum activities and staff CPD programmes.



                                                 30
In 2006 a new training course for all College work placed assessors and organisers based on a
nationally recognised standard, ENTO D, was piloted. This course trains College staff to
undertake visits to employer premises and assess learners to ensure they are in a safe and
supportive environment. Training is to be delivered to approximately 150 College staff during
2007. A similar pilot training programme based on the standard ENTO A, aimed at all learners
will be in place in the Autumn term 2007. Much good work already goes on in the Curriculum
areas with the delivery of various units of Health and Safety as part of established schemes of
work. The important factor now is to ensure a cross college consistency of approach to this
delivery and to ensure the key elements contained within the ENTO A Unit is fully integrated
into a learner’s course activity. Finally, the goal will be to ensure learners achieve and are
accredited for the work they have undertaken.

In the next three years our curriculum offer clearly indicates a continued reliance on the use of
the workplace as a key element of course delivery and successful learner achievement. We will
reinforce and strengthen our employer links and our Health and Safety Officer, Placement
Organiser and Assessors will continue to visit local businesses and industry. Such visits and
employer links are not just seen as the opportunity to monitor learners but will focus on the
sharing and provision of health and safety information and good practice. In the next three years
the Health and Safety Officer and other key staff will increase the number of site visits and
support this work with events such as breakfast seminars and invitations to employers to visit
the College.

By 2010 we will have reduced our accident rate by a further 10%. All staff involved with
workplace learner activity will be trained to a recognised national standard as will all our
learners undertaking work placement elements of their course of study. The learner help
response line established as a support mechanism for learners undertaking work placement
activity will be made available to all College learners whatever learning programme they are
enrolled on.

The catering offer, based around healthy and balanced choices will be by 2010 fully embedded
and be in line with the National Standards required of the schools sector and any specific
legislative requirements introduced for the Further Education sector. The programme of
activities currently being introduced under the Wellbeing agenda will be fully embedded and
established into the learner curriculum and also the College staff Continuous Professional
Development programmes.

2006 saw the College recognised nationally for its Health and Safety good practice.
Undoubtedly over the life of this strategic plan we will organise, plan and develop the College
health and safety direction to ensure what we do is nothing short of best practice and is
acceptable.




                                               31
9.1     DELIVERY AGAINST PLAN (KQ5)

Introduction

In the period 2007-2010 North Lindsey College will maintain education and training delivery
levels in some areas and grow delivery in others against a backdrop of increased risk.

There will be increased competition for 16-18 year olds (who generate over 50% of College
income) with the advent of at least one local academy and the possible creation of school sixth
forms. This increased competition will be exacerbated by the demographic changes projected
for the period which anticipate a rise on 06/07 leaver numbers in 07/08 (a peak of 103.5% of the
06/07 figure) and then the first year of an eight year decline (with numbers at 95.2% of the
06/07 figure in 09/10 – outside the plan period this decline will continue until leaver numbers are
at 81.7% of the 06/07 figure). Further competition for 16-year-old leavers from John Leggott
College is anticipated as the pressure to increase market share moves this traditionally ‘A’ Level
college more into the vocational arena. Additional uncertainty will be injected into this scenario
by changes to the Learning and Skills Council (LSC) funding methodology in 2008/09. In the
light of the above North Lindsey will slightly increase it’s 16-18 year old learner numbers in
2007/08 and then endeavour to maintain these levels through the rest of the period of this
strategic plan, in effect growing its market share by 3%.

In respect of 16-18 year olds this plan represents a preparatory phase for the following period
when the number of school leavers drops significantly – 11.5% by 2012/13 and 18% by 2015/16
(end years of the following two three year plans).

Continued decline in ‘core’ funding opportunities for the 19+ age group is expected, as any skills
initiatives are likely to be directed through new or existing business oriented funding routes such
as Train to Gain. It is however important that North Lindsey does not abandon the 19+ core
funding cohort as it currently represents approximately 13% of College income (excluding 19+
apprenticeships) and is often a stepping stone to Higher Education, an area the College intends
to grow during this period. North Lindsey will therefore maintain levels of 19+ recruitment at
2006/07 levels throughout the 2007-2010 period.

A further risk to delivery of a viable number of further education learners is the introduction in
2006/07 by the LSC of Minimum Levels of Performance (MLPs). Failure to maintain or exceed
these MLPs will result in unwillingness on the part of the LSC to contract with the College for
delivery in the under-performing subject areas. Aims related to MLPs are identified in 9.5,
Quality of Outcomes, below.

The issues above also apply to Work Based Learning with the additional difficulties of an
expectation by the LSC that employers will contribute 50% of fees for 19+ learners (usually
Advanced Apprentices) by the end of this period, and direct competition with a national provider
of WBL in the motor vehicle sector (our most successful WBL area by both volume and success
rate). The College will maintain levels of WBL delivery at 2006/07 levels throughout 2007-2010.
This may involve expansion into at least one new area to offset losses to competition and some
employers’ reluctance to contribute financially to apprenticeship programme costs.

Through 2007-2010 the College will continue to grow its business oriented provision by building
on its recent success in contracting for delivery of two-major Train to Gain contracts.
Substantial growth in this area is expected as further Train to Gain contracts are secured, full
cost provision increases and other LSC/Government skills initiatives are responded to. The
College looks to growth in this area of provision to offset the relatively static position of its core
funded provision.

Since opening in November 2004 the 14-16 Skills Centre has delivered training of an exemplary
standard to pupils from North Lincolnshire’s schools. This group of learners and their
progression through vocational programmes at the College are crucial to the expansion of the
College’s market share.




                                                  32
Aims and Objectives
14-19, Work Based Learning and adult Further Education
North Lindsey has consistently delivered to plan with regard to 14-19 year olds but with changes
during the last two years to ‘other provision’ funding and the reduction in priority to the LSC of
19+, other than ‘full level 2s’, our adult FE numbers have been significantly below plan. In
2007/08 adult learner numbers will be fully re-aligned to this new environment and we anticipate
being ‘on plan’ with this sector, as with our under 19 FE and WBL, throughout the life of this
strategic plan.
9.1.1   Deliver volumes of learning according to plans agreed with the LSC.
       Set challenging recruitment targets
       Increase our market share of 16-18 learners by 3% (by maintaining our numbers at
        07/08 levels) over the course of the plan
       Maintain our level of WBL and FE adult learner numbers
       Develop the staff and physical resources necessary to deliver the plan

9.1.2   Meet national, regional and local priorities by maintaining a level of mix of
        provision, which meets the needs of our learners. (Cross ref. 9.2, 9.3)
       Ensure our provision is inclusive and ranges from pre-entry to level 4
       With other local providers identify and respond to local priorities, utilising LSC mix of
        provision targets to prioritise provision
       Increase our range and volume of Full Level 2 and 3 courses, particularly those
        targeted at adults
       Continue to be a recognised regional leader in terms of breadth of mix of provision

9.1.3   Market the College provision
       Develop a comprehensive marketing strategy in conjunction with expert external
        consultancy to include a needs analysis and comprehensive market audit
       Effectively promote our provision in schools, the local community and to local business
        by sustaining and expanding a range of promotional events (e.g. open evenings)
       Regularly report on relevant market information (school leaver statistics, NEET statistics
        etc.) to aid the curriculum planning process

9.1.4   Effectively and appropriately recruit to College provision.
       Liaise closely with careers advisors, Connexions and other relevant agencies
       Have an effective and robust admissions procedure that provides for information, advice
        and/or guidance and tutor interview (where appropriate)
       Conduct initial assessment to ensure appropriate placement on programme and/or the
        provision of suitable additional support
       Provide financial support where appropriate and possible
       Provide a range of ‘fresher’ events for newly recruited learners




                                                33
9.1.5   Deliver the best 14-16 provision available in the country.
       Make a leading contribution to the strategic development of 14-19 provision across the
        region
       Be the primary supporting partner for the area’s schools when developing their work
        related curriculum
       Provide an exceptionally well resourced learning environment enabling ‘cutting edge’
        training delivery to meet the increased demand for 14-19 curriculum within the region

9.1.6   Endeavour to provide access routes to FE or WBL for those learners unable to
        follow traditional entry routes. (Cross ref. 9.2)
       Work with the LSC and other partners to develop pre-vocational provision
       Develop our Entry to Employment (E2E) provision
       Play a leading role in developing and implementing the North Lincolnshire Not in
        Employment, Education or Training (NEET) strategy


Higher Education
The move in 2004/05 to direct funded status in relation to higher education has prepared the
way for a more mature relationship between North Lindsey and partner Higher Education
Institutes (HEIs). North Lindsey is currently in the top 25% (in terms of volume) of further
education colleges providing higher education. A key element of this strategic plan is the further
growth in this area of provision. By the end of the plan period North Lindsey aims to have 900
higher education students.


9.1.7   In equal partnership with our partner HEIs, develop a flexible and adaptable
        approach to professional and work related education at higher levels which is
        responsive to demand led employer needs and widening participation targets.
        (Cross ref. 9.3)
       Seek to establish a Centre of Higher Education Excellence focused on the twin themes
        of employability and widening participation
       Increase the human and physical resource capacity necessary to planned growth
       Incrementally grow existing HE provision
       Develop new foundation degrees in line with market/employer driven needs
       Further develop our programmes portfolio for professional development/post graduate
        provision in partnership with the University of Lincoln under the Brumby Centre
        Agreement
       Participate in local Lifelong Learning Networks (LLNs)
       Increase capacity on teacher training programmes




                                               34
9.2     RESPONSIVENESS TO LEARNERS (KQ 3,4) (cross reference 9.3)

Introduction

Teaching and learning is at the core of North Lindsey College and indeed this is reflected in the
college’s new Mission. It is crucial for the success of the college to recognise that the learners
of the future, will expect to have ever increasing choice in what and indeed how they learn,
whether FE, HE or WBL regardless of whether their mode is full time or part time. The whole of
the education sector is of course experiencing a taste of this future with a shift towards the
“knowledge market”.

The college needs to be responsive to this change with appropriate development of learner
support, curriculum, physical learning environments, pedagogy, andragogy and delivery,
particularly in the innovative use of teaching and learning technologies. The government’s policy
drivers with particular reference to personalising learning within schools will correspondingly
have an impact on this college.

 There is a clear rationale for personalised learning: to focus teaching and learning on the
aptitudes and interests of learners, and so promoting the potential for every learner to achieve
the highest standards possible. The notion that all teaching and learning needs to inspire,
present challenge academically and in the acquisition of new skills is a key theme if we are to
deliver our main goals. Personalisation effectively means working in partnership with learners
and employers to tailor experience and pathways in a way which success is assured.

The challenge to the college in achieving our plans is engaging our staff. It is through the
commitment and professionalism of our staff that we will successfully manage and respond to
learner expectation, deliver quality teaching and learning, appropriate learner support and
provide stimulating learning environments.


Every Child Matters

The College will continue to strive to ensure that it meets the requirements of the five ECM
themes:

                Being Healthy
                Staying Safe
                Enjoying and Achieving
                Making a Positive Contribution
                Achieving Economic Well-Being

During the March 2007 Ofsted Inspection the latter two themes were awarded a Grade 1 the
remainder, Grade 2. Emphasis will therefore be placed upon achieving and maintaining a grade
1 profile overall.
Clearly, throughout the period of this Strategic Plan, the college will continue to maintain the
good practice already evident and in operation, and ensure that ECM issues effectively support
overall improvements, particularly with regard to the key question grades. In addition, the
excellent work to address safeguarding of young people and vulnerable adults, including the
awareness raising and training of staff will continue. Integral to this, will be the college’s
continued involvement in the local strategic partnership (Children and Young Peoples Strategic
Partnership – CYPSP) and local safeguarding Children’s’ Board, plus liaison with other key
external organisations and groups

Aims and Objectives

9.2.1   Provide a curricula that is inclusive, flexible and meets both learner needs and
        those of employers enabling personalised learning

           Ensure we reflect the vocational nature of the college in curriculum development to
            assure currency and appropriateness.
           Plan for the impact of Diplomas and develop appropriate models of delivery,
            including working with key partners in that delivery.
                                                35
           Ensure quality and relevance of new programme content
           Incorporate relevant new technology into all programmes to meet the needs of
            learners
           Develop a curriculum offer that is responsive to stakeholder need, is demand led
            and consistent with the vision for 14-19 curriculum proposed by the White Paper 14-
            19 Education and Skills, the White Paper -The Future of Higher Education and the
            Lietch Report
           To enhance employer engagement
           Develop a range of employer engagement models
           Ensure that learners are engaged in study with the appropriate level of functional
            skills for the level of the course
           Ensure all learners through college support services are assisted in planning their
            own career paths and identifying the skills and qualifications they will need to
            achieve their career goal
           Encourage learners to reflect on own learning and prepare for employment through
            appropriate work related experience, which is integral to the programme of study
           Ensure all learners access and benefit from individual advice and guidance during
            their course of study


9.2.2   Provide high quality Information Advice and Guidance (IAG) which is
        comprehensive and impartial. (cross reference 9.4)

           Prior to enrolment provide high quality advice and guidance, which is
            comprehensive and impartial
           On Programme provide high quality advice and guidance, which is comprehensive
            and impartial
           Ensure all prospective learners with parents are provided with high quality
            information and advice
           Ensure rigorous quality monitoring processes are in place and meet external
            requirements


9.2.3   Achieve and maintain a grade 1 profile overall for ‘Every Child Matters’.
           Enhancing access to drinking water across college buildings
           Enforcement of the existing non-smoking policy and possible progression to a non-
            smoking campus
           Ensuring all curriculum areas meet the college’s attendance target (85% for 2007/8
           Provision of adequate space for private study and socialising
           Improving the achievements of Bangladeshi learners
           Improve GCSE English and Maths pass rates




                                               36
9.3 RESPONSIVENESS TO EMPLOYERS (KQ3)
Introduction

The College, primarily through its wholly owned subsidiary – Kingsway Consulting Ltd, has had
outstanding success in engaging with business locally, regionally and nationally. This has most
recently been recognised through the grade 1 (Outstanding) for business engagement awarded
in March 2007 by Ofsted. This area of provision will be a major area of growth through 2007/10
via Train to Gain and other business oriented initiatives.


Aims and Objectives

9.3.1   Deliver a flexible curriculum, which includes academic and vocational options,
        work-related and work-based learning opportunities, study and basic skills as
        appropriate

       Ensure we have formalised employer links through Employer Advisory Groups
        Employer Consultation and others
       Ensure we maintain and develop links with appropriate professional bodies e.g. SSC,
        FDF, CITB etc.
       Deliver a programme of learning that incorporates the specific requirements of
        employers



9.3.2   Address the skills agenda, creating new markets and generating new funding
        streams by working with the University of Lincoln, other appropriate HEIs and
        Kingsway Consulting Ltd. to provide progression routes for employees in client
        organisations
       Developing a higher levels skills strategy to review planning, funding and the landscape
        of higher level skills to deliver management, innovation and workforce development
        outputs within North Lincolnshire
       Working with partner HEIs to offer short credit based programmes to target new
        markets
       Investigate feasibility of Knowledge Transfer Projects (KTP), initially assisted by the
        University of Lincoln
.
9.3.3   Maximise delivery to businesses and their employees. (Cross-reference 9.1)
       Developing and implementing a three-year strategy for Kingsway Consulting Ltd.
       Developing and implementing a marketing plan for Kingsway Consulting Ltd. in
        conjunction with expert external consultancy
       Providing excellent learning opportunities at times and locations that meet learner and
        employer need
       Setting challenging targets for growth of ‘full cost’ programmes
       Developing our Train to Gain offer to enable scaling to a national level
       Ensuring alternatives are offered to learners who do not meet funding initiative (e.g.
        Train to Gain) criteria




                                                37
9.4 QUALITY OF PROVISION (KQ 2,3,4)


Introduction
The processes of quality assurance within the college are used to register accountability and as
a means to drive enhancement. We are developing a wide range of strategies that place the
learner at the centre of teaching and learning, promoting learner “choice and voice” and formally
acknowledging learner feedback through surveys.
It is acknowledged that there exists the absolute imperative to embed quality in all aspects of
teaching and learning. It is further recognised the need to benchmark the quality and standards
of all provision against best practice elsewhere, including both peer referencing and develop
appropriate action following the formal judgements of Ofsted following inspection and QAA
review.


Aims and Objectives

9.4.1.   Provide Learning programmes which raise and broaden aspirations and motivate
         learners to continue to learn
            Encourage course teams to develop teaching and learning methodologies that
             innovate, develop the learner’s knowledge and skills and actively promote
             equipping learners to be accountable for their own learning and take some
             responsibility, using revised individual learning plans as a catalyst
            Develop high quality teaching and learning materials in a range of media
            Facilitate teaching and support staff, through structured continuing professional
             development the opportunity to explore pedagogical developments
            Develop balanced methodologies and college standards at course team level, that
             blend traditional teaching methods, recognise their value and exploit existing and
             emerging technologies (including for example the use of digital media, virtual
             learning environment and electronic whiteboards), to embed effective teaching and
             learning and empower learners with an active learning opportunity
            Develop the role of advanced practitioner to share good practice and promote
             innovation in teaching and learning methodology
            Develop the necessary campus infra structure, including physical and learning
             resources
            Provide opportunities that facilitate curriculum research & development activities,
             which will progress the promotion and integration of International/ European
             activities within the curriculum including staff/learner placement and exchange

9.4.2    Provide clear progression routes and pathways which are appropriate for all
         abilities following qualifications, which allow them to progress at a pace
         suited to their needs and which are valued by stakeholders.

            Provide appropriate guidance and support mechanisms to learners at all levels,
             clearly communicate the progression pathways and career opportunities, from pre
             entry to graduate level
            Work in partnership with schools and others we will provide a clear curriculum
             framework and collaborative delivery model where appropriate, that will articulate
             the vocational nature of the College
            Transform the teaching and learning workforce through structured continuing
             professional development, particularly through the acquisition of teaching
             qualifications and up dating vocationally relevant skills and building capacity to
             deliver new methodologies in teaching and learning
            Critically reviewing the standards of teaching and learning using a robust self-
             assessment process at all levels, including qualitative and quantitative information.
             Within the annual course review cycles, we will rise to meet learner expectation and
             empower course teams to improve the quality of the learning experience


                                                 38
            Review all learning outcomes on programmes to ensure consistency and
            appropriateness to the level of the award and ensuring that study/course
            handbooks are available both in hard copy and electronically using the virtual
            learning environment
           Review annually the assessment plans and learning outcomes, to assure: they
            positively contribute to the learning process, measure achievement of learning
            outcomes associated with units and are moderated to awarding body requirements
            and are appropriately bench marked. Facilitate the provision of high quality
            feedback to learners, to ensure that the maximum learning benefit is gained from
            the assessment process
           Review, monitor and action plan all external stakeholders judgements on the quality
            of provision including awarding bodies, Ofsted and QAA
           Prepare learners from non-traditional backgrounds for HE level study thus
            promoting successful engagement and achievement
           Develop new, and modifying existing, foundation degree programmes, in
            partnership with appropriate universities, to meet employer needs and address
            skills shortages
           Develop with partner universities, the potential for more honours degree provision
            locally within the University Centre
           Maximise the opportunities for flexible learning programmes to suit the demands of
            a diverse learner population

9.4.3   Plan, assess and evaluate provision involving all staff, learners and other
        stakeholders
           Plan all new provision in line with employer and learner needs and government
            priorities
           Develop new provision by assessing its relevance, using needs analysis, and by
            harvesting the views of learners and relevant employers
           Review and revise annually quality assurance processes to maximise the views of
            learners and other stakeholders in evaluating the quality of learning experience
           Review, monitor and action planning all learner and employer feedback on the
            quality of provision. “Voice and Choice” to ensure greater levels of consultation and
            innovation in major decision-making
           Promote through committee structures an open and informed collegiate discussion
            when undertaking curriculum review, involving directly learners in both review and
            evaluation including but not exclusively annual course review

9.4.4   Provide effective teaching and training which takes cognisance of individual
        learning styles and supports them through the learning experience. (cross
        reference 9.2)

           Review curriculum planning processes annually to consider fitness for purpose, with
            the intention to maximise the vocational resource base of the college through
            efficient and effective use of staff (teaching and support) and physical resources
           Develop a personalised curriculum delivery model for further education, work based
            learning and higher education which promotes active learning, is learner centred
            and engenders more responsibility as self directed learners use new technologies
           Develop approaches that underpin the notion that teaching/training is a professional
            activity, enhancing staff self esteem and job satisfaction through the necessary
            continuing professional development of staff to achieve appropriate
            teaching/assessor qualifications and maintain currency of vocational skills
           Reward and recognise teaching staff will be furthered by the identification of
            advanced practitioners and e-learning champions encouraging the development of
            new methodologies in teaching and learning, consolidate and build upon
            appropriate proven approaches to teaching and learning and further enhance a
            scholarly approach (where appropriate) to their subject or vocational discipline


                                               39
   Encourage staff to innovate and disseminate good practice in identification and
    delivery of new approaches to teaching and learning that raises standards,
    wherever it is delivered through formal mechanisms or peer referencing within
    teams
   Review quality assurance policies and procedures to establish a quality framework
    that promotes an improvement culture that has at is core, an absolute need to raise
    standards and critically evaluate and plan (to improve the quality of services and
    provision). We will further the development of our internal QA mechanisms to
    assure standards of teaching and learning delivery within teams
   Review and develop approaches to learning so it is enjoyable and challenging. This
    will be done with staff exploring and developing through continuing professional
    development the appropriate teaching techniques and strategies that are matched
    to individual learning styles




                                      40
9.5 QUALITY OF OUTCOMES (KQ1)

Introduction

North Lindsey will build on the rapid improvement in success rates delivered in 2005/06 (+10%
on ‘long’ qualifications) and anticipated to continue (at a slower rate: + 4% on ‘longs’) in 06/07.
The environment described in 9.1 (Delivery Against Plan) above does not allow for success
rates that do not compare well with national averages. By 2010 all success rates (all levels,
adult and 16-18) will be at least at the national average, many will be above. Overall the
College will have above average success rates by the end of the plan period.

Areas not falling within the scope of New Measures of Success (HE, 14-16 etc.) will match
College New Measures of Success performance and appropriate comparative measures will be
developed to give assurance of this.

The quality of progression outcomes, whether to higher levels of learning or other successful
destinations (e.g. employment), will be improved as plans described under 9.4 (Quality of
Provision) bear fruit.

The College will continue to celebrate success in all it’s forms ensuring all aspects of learner
achievement are recognised.

Aims and Objectives

14-19, Work Based Learning and adult Further Education
North Lindsey has a very good achievement record including the celebration of that
achievement. This record has however been challenged by some weaker success rates in a
few areas primarily related to poor retention. In the period 2007-10 these weaker pockets or
types of provision (e.g. level 1 adult FE) will have remedies applied and no area or type of
provision will return success rates below national average.


9.5.1   Ensure our learners achieve positive outcomes through the delivery of high
        quality provision, which results in relevant qualifications that facilitate
        progression to employment, further or higher education
       Set challenging performance targets with learners
       Set challenging success rate targets at all levels
       Remove any area of provision that falls below Minimum Levels of Provision from the
        College offer
       Utilise relevant value added, distance travelled (VADT) or recognition and recording of
        progress and achievement (RARPA) tools to monitor and celebrate learner progress
        relative to prior attainment
       Recognise, monitor and celebrate successful achievement and other positive outcomes
        (such as gaining course related employment, progression to higher level FE or HE
        programmes)
       Recognise the role good retention plays in attaining high success rates, putting in place
        measures including close monitoring, action planning of learners ‘at risk’ of withdrawal
        (utilising retention officers, curriculum staff and other appropriate support services) and
        targeting identified areas of poor retention with additional relevant resources
       Seek comprehensive learner feedback via a variety of means (surveys, learner focus
        groups, diary feedback etc.) to inform revision and development of programmes,
        delivery and resources




                                                41
9.5.2   Deliver ‘outstanding’ success and exceptional progression opportunities for our
        14-16 learners

       Deliver success rates on 14-16 programmes higher than national averages and higher
        than rates delivered by local schools
       Incrementally increase progression rates from 14-16 centre provision to college FE and
        WBL provision
Celebrating learner success in the same way it is celebrated at 16+ (awards ceremonies,
displays of learner success stories, publicising successful activities etc.)

Higher Education
Success in HE at North Lindsey although good has had no clear performance indicators that
allow comparison with the sector. With the likelihood of a comprehensive Integrated Quality
Enhancement Review (IQER) taking place in the period 2007/10 preparation for publication of,
and reliance on, standardised success data is crucial for the College’s undoubted success to be
recognised and celebrated.


9.5.3   Put student success at the heart of our HE provision
       Develop performance indicators relevant to the HE sector which enable the monitoring
        of success and value added, action planning remedial action for any programme falling
        below standard
       Prepare for, during the life of this plan, publication of Teaching Quality Information (TQI)
       Prepare for an IQER. Achieve continued high levels of confidence in all external audits
        and reviews
       Provide progression routes beyond FE for all groups within the community


Business Provision (including Train to Gain)
Our business provision has consistently returned high success rates. This will be continued
throughout 2007/10 with an overall success rate of 85% expected across Train to Gain delivery.


9.5.4   Ensure ‘outstanding’ outcomes for our business clients and learners.
       Ensure all business programmes deliver outcomes above national benchmarks for
        retention, achievement and success
       Proactively and systematically seek feedback from learners and employers to inform
        revision and development of programmes, delivery and resources
       Work with our Centre of Higher Education to offer higher-level progression to
        employees in client organisations
       Develop Enterprise and Innovation Centre by 2010




                                                42
9.6       FINANCIAL HEALTH (KQ5)

Introduction

The College has a sustained record of sound financial health, which has been achieved by good
planning, negotiating and excellent budgetary control. Although a range of changes to income
streams are anticipated in the period 2007/08 to 2009/10 i.e. a move to demand led funding
methodologies by the LSC and an expectation that up to 50% of adult learning will be delivered
via the Train to Gain initiative, there is a confidence that the College will remain financially
healthy.

Aims and Objectives

9.6.1      Maintain LSC Category a financial health status
          Maintain firm budgetary control
          Ensure only commercially viable activities are undertaken
          Maintain the ‘current ratio’ at a position well above the minimum of 1.5:1 expected of a
           Category A College
          Ensure ‘sustainability (margin)’ represents at least 1% of turnover in each year of the
           strategy
          Set financial targets for all areas of the business and take action on variances
          Maintain the net worth of the College at between £19,600K to £19,800K throughout the
           strategy period


9.6.2      Increase diversification of income
          Fully exploit all LSC income streams (FE, WBL, TtG and one off projects)
          Increase HEFCE income by 25%
          Explore and develop alternative income streams




                                                  43
9.7 FINANCIAL CONTROL (KQ5)

Introduction

The College has “very good” (grade 2) financial controls as recorded in the March 2007 Ofsted
Inspection and LSC PFA report. This position will be built on with the intention of achieving an
“outstanding” (grade 1) rating by the end of the strategy period.


Aims and Objectives

9.7.1   Ensure stringent control of financial activity

       Further develop business systems to enhance control and monitoring of College
        finances
       Ensure Corporation, F&GP, SMT and others are fully informed of College financial
        position
       Develop financial awareness of all stakeholders
       Adhere to NLC Strategic Audit plan
       Comply with LSC Regularity Audit framework
       Maintain control over capital spend


9.7.2   Ensure value for money in the deployment of the College’s financial resources
       Strengthen College purchasing policies by increasing relationships with purchasing
        consortiums and further development of e-procurement
       Bring ‘pay as a percentage of income’ in to line with national benchmarks
       Gain assurance of financial performance by carrying out regular financial benchmarking
        exercises




                                               44
Appendix 1




       North Lindsey College




     Strategic Plan

       2007 - 2010




                45
                                                                Strategic Plan 2007 - 2010
ACTION / DEVELOPMENT PLAN FOR: 9.1 DELIVERY AGAINST PLAN (KQ5)

AIM – 9.1.1 Deliver volumes of learning according to plans agreed with the LSC
   Objective/Detailed Action Required             Person          Target Date     Target Outcome or Performance Indicator to      Monitoring/Reporting             Monitoring
                                                Responsible                                 Evidence Achievement                      Arrangements          See Monitoring Scale Below
                                                                                                                                       (who/when?)        Scale Number          Date
Set challenging learner recruitment and       Head of MIS         Oct 2007      Devise curriculum/business planning process    Principal
success rate targets
                                              Head of School      Jun 2008      Meet target setting requirements of            Director of Teaching and
                                                                                curriculum/business planning process           Learning

                                              Head of School      Jun 2009      Meet target setting requirements of            Director of Teaching and
                                                                                curriculum/business planning process           Learning

Increase our market share of 16-18 learners   Head of School      Dec 2007      Learner numbers increased by 3% to 1590        Senior Management Team
by 3% (by maintaining our numbers at 07/08                                                                                     (fortnightly to Dec.)
levels) over the course of the plan.
                                              Head of School      Dec 2008      Learner numbers maintained at 2007/08 level    Senior Management Team
                                                                                                                               (fortnightly to Dec.)

                                              Head of School      Dec 2009      Learner numbers maintained at 2008/09 level    Senior Management Team
                                                                                                                               (fortnightly to Dec.)
Maintain our level of WBL and FE adult        Head of School,     Jul 2008      WBL numbers maintained at 380 AiL, FE Adult    Senior Management Team
learner numbers                               WBL Manager                       numbers maintained at 2300                     (fortnightly)

                                              Head of School,     Jul 2009      WBL numbers maintained at 380 AiL, FE Adult
                                              WBL Manager                       numbers maintained at 2300                     Senior Management Team
                                                                                                                               (fortnightly)
                                              Head of School,     Jul 2010      WBL numbers maintained at 380 AiL, FE Adult
                                              WBL Manager                       numbers maintained at 2300
                                                                                                                               Senior Management Team
                                                                                                                               (fortnightly)




                                                                                                  46
Develop the staff and Physical resources   Head of Premises   Jun 2008   Develop campus master plan                 Principal
necessary to deliver the plan
                                           Head of Premises   Jun 2009   Implement year 1 of campus master plan     Principal

                                           Head of Premises   Jun 2010   Implement year 2 of campus master plan     Principal

                                           Director of        Jul 2008   Implement year 1 of HR strategy            Principal
                                           Corporate
                                           Services

                                           Director of        Jul 2009   Implement of year 2 of HR strategy         Principal
                                           Corporate
                                           Services

                                           Director of        Jul 2010   Implement of year 3 of HR strategy         Principal
                                           Corporate
                                           Services

                                           Head of MIS        Jul 2008   Implement year 1 of IT strategy            Financial Director

                                           Head of MIS        Jul 2009   Implement year 2 of IT strategy            Financial Director

                                           Head of MIS        Jul 2010   Implement year 3 of IT strategy            Financial Director

                                           Head of Central    Jul 2009   Development Environment Strategy           Director of Corporate
                                           Services                                                                 Services

                                           Head of Central    Jul 2010   Implement year 1 of Environment strategy   Director of Corporate
                                           Services                                                                 Services




                                                                                           47
AIM – 9.1.2 Meet national, regional and local priorities by maintaining a level of mix of provision which meets the needs of our learners (cross ref. 9.2, 9.3)
   Objective/Detailed Action Required                Person       Target Date      Target Outcome or Performance Indicator to              Monitoring/Reporting                 Monitoring
                                                   Responsible                               Evidence Achievement                               Arrangements             See Monitoring Scale Below
                                                                                                                                                (who/when?)             Scale Number          Date
Ensure our provision is inclusive and ranges     Head of School   Nov 2007      Review curriculum offer (for following year)             Assistant Principal Teaching
from pre-entry to level 4                                                                                                                and Learning
                                                 Head of School   Nov 2008      Review curriculum offer (for following year)
                                                                                                                                         Assistant Principal Teaching
                                                 Head of School   Nov 2009      Review curriculum offer (for following year)             and Learning

                                                                                                                                         Assistant Principal Teaching
                                                                                                                                         and Learning
With other local providers identify and          Director of      Mar 2008      Produce Needs Analysis                                   Senior Management Team
respond to local priorities, utilising LSC mix   Corporate
of provision targets to prioritise provision     Services

                                                 Director of      Mar 2009      Produce Needs Analysis                                   Senior Management Team
                                                 Corporate
                                                 Services

                                                 Director of      Mar 2010      Produce Needs Analysis                                   Senior Management Team
                                                 Corporate
                                                 Services
Increase our range and volume of Full Level      Head MIS         Sep 2007      Raise awareness of target and options with               Senior Management Team
2 and 3 courses, particularly those targeted                                    curriculum management
at adults
                                                 Head of School   Jul 2008      Increase full L2 and L3 provision by percentage          Senior Management Team
                                                                                Agreed with LSC                                          (fortnightly)

                                                 Head of School   Jul 2009      Increase full L2 and L3 provision by percentage          Senior Management Team
                                                                                Agreed with LSC                                          (fortnightly)

                                                 Head of School   Jul 2010      Increase full L2 and L3 provision by percentage          Senior Management Team
                                                                                Agreed with LSC                                          (fortnightly)

Continue to be a recognised regional leader      Dirs. Teaching   Feb 2008      Maintain position within LSC’s mix of provision matrix   Principal (LSC meetings)
in terms of breadth of mix of provision          and Learning

                                                 Dirs. Teaching   Feb 2009      Maintain position within LSC’s mix of provision matrix   Principal (LSC meetings)
                                                 and Learning

                                                 Dirs. Teaching   Feb 2010      Maintain position within LSC’s mix of provision matrix   Principal (LSC meetings)
                                                 and Learning
                                                                                                      48
AIM – 9.1.3 Market the College Provision
   Objective/Detailed Action Required                 Person          Target Date     Target Outcome or Performance Indicator to          Monitoring/Reporting                  Monitoring
                                                    Responsible                                 Evidence Achievement                   Arrangements (who/when?)          See Monitoring Scale Below
                                                                                                                                                                        Scale Number        Date
Develop a comprehensive marketing                 Director of         Dec 2007      Marketing strategy produced                    Senior Management Team (Oct. 2007)
strategy in conjunction with expert external      Corporate
consultancy to include a needs analysis and       Services
comprehensive market audit
                                                  Director of         Jul 2008      Implement year 1 of marketing strategy         Senior Management Team (half
                                                  Corporate                                                                        yearly)
                                                  Services

                                                  Director of         Jul 2009      Implement year 2 of marketing strategy         Senior Management Team (half
                                                  Corporate                                                                        yearly)
                                                  Services

                                                  Director of         Jul 2010      Implement year 3 of marketing strategy         Senior Management Team (half
                                                  Corporate                                                                        yearly)
                                                  Services
Effectively promote our provision in schools,     Marketing Officer   Jul 2008      Marketing Op. Plan delivered                   Director of Corporate Services
the local community and to local business
by sustaining and expanding a range of            Marketing Officer   Jul 2009      Marketing Op. Plan delivered                   Director of Corporate Services
promotional events (e.g. open evenings)
                                                  Marketing Officer   Jul 2010      Marketing Op. Plan delivered                   Director of Corporate Services

Regularly report on relevant market               Head of Learner     Jul 2008      Reports delivered termly                       Senior Management Team (half
information (school leaver statistics, NEET       Services                                                                         yearly)
statistics etc.) to aid the curriculum planning
process                                           Head of Learner     Jul 2009      Reports delivered termly                       Senior Management Team (half
                                                  Services                                                                         yearly)

                                                  Head of Learner     Jul 2010      Reports delivered termly                       Senior Management Team (half
                                                  Services                                                                         yearly)




                                                                                                         49
AIM – 9.1.4 Effectively and appropriately recruit to College Provision
   Objective/Detailed Action Required             Person        Target Date      Target Outcome or Performance Indicator to                  Monitoring/Reporting               Monitoring
                                                Responsible                                Evidence Achievement                           Arrangements (who/when?)       See Monitoring Scale Below
                                                                                                                                                                        Scale Number        Date
Liaise closely with careers advisors,         Head of Learner   Jul 2008      Annual report evidencing external liaison                  Assistant Principal Teaching
Connexions and other relevant agencies        Services                                                                                   and Learning
                                                                Jul 2009      Annual report evidencing external liaison                  Assistant Principal Teaching
                                              Head of Learner                                                                            and Learning
                                              Services          Jul 2010      Annual report evidencing external liaison                  Assistant Principal Teaching
                                                                                                                                         and Learning
                                              Head of Learner
                                              Services
Have an effective and robust admissions       Head of Learner   Nov 2007      Review admissions procedure                                Director of Learner Services
procedure that provides for information,      Services
advice and/or guidance and tutor interview    Head of Learner   Nov 2008      Review admissions procedure                                Director of Learner Services
(where appropriate)                           Services
                                              Head of Learner   Nov 2009      Review admissions procedure                                Director of Learner Services
                                              Services
                                              Head of School    Sept 2007     All FT applicants receive tutor interview prior to offer   Director of Teaching and
                                                                                                                                         Learning

                                              Head of School    Sept 2008     All FT applicants receive tutor interview prior to offer   Director of Teaching and
                                                                                                                                         Learning

                                              Head of School    Sept 2009     All FT applicants receive tutor interview prior to offer   Director of Teaching and
                                                                                                                                         Learning
Conduct initial assessment to ensure          Head of Learner   Sept 2007     All FT applications screened                               Director of Learner Services
appropriate placement on programme            Services
and/or the provision of suitable additional
support                                       Head of Learner   Sept 2008     All FT applications screened                               Director of Learner Services
                                              Services

                                              Head of Learner   Sept 2009     All FT applications screened                               Director of Learner Services
                                              Services

                                              Add. Supp. Man.   Sept 2007     Add. Support Team action plan all identified needs         Director of Learner Services

                                              Add. Supp. Man.   Sept 2008     Add. Support Team action plan all identified needs         Director of Learner Services

                                              Add. Supp. Man.   Sept 2009     Add. Support Team action plan all identified needs         Director of Learner Services




                                                                                                 50
Provide financial support where appropriate     Head of Learner   Sept 2007   Learners aware of Financial support opportunities   Director of Learner Services
and possible                                    Services                      and financial support applications processed to
                                                                              charter standards

                                                Head of Learner   Sept 2008   Learners aware of Financial support opportunities   Director of Learner Services
                                                Services                      and financial support applications processed to
                                                                              charter standards

                                                Head of Learner   Sept 2009   Learners aware of Financial support opportunities   Director of Learner Services
                                                Services                      and financial support applications processed to
                                                                              charter standards
Provide a range of ‘fresher’ events for newly   Head of Learner   Oct 2007    Programme of events delivered                       Director of Learner Services
recruited learners                              Services
                                                                  Oct 2008    Programme of events delivered                       Director of Learner Services

                                                                  Oct 2009    Programme of events delivered                       Director of Learner Services




                                                                                               51
AIM – 9.1.5 Deliver the best 14-16 provision available in the country

   Objective/Detailed Action Required              Person       Target Date      Target Outcome or Performance Indicator to               Monitoring/Reporting             Monitoring
                                                 Responsible                               Evidence Achievement                        Arrangements (who/when?)     See Monitoring Scale Below
                                                                                                                                                                   Scale Number        Date
Make a leading contribution to the strategic   Head of School   2010          1000 14-16 years olds to access Skills Centre during    Director of Technology and
development of 14-19 provision across the      /14-16 Manager                 the period 2007-2010                                    Skills
region.
Be the primary supporting partner for the      Head of School   Dec 07        Continued partnership working with schools by being     Director of Technology and
area’s schools when developing their work      /14-16 Manager                 flexible and responsive to the needs of secondary       Skills
related curriculum                                                            and primary schools. Annual Review Dec 07/08/09
Provide an exceptionally well-resourced        Head of School   Annually      Increase the capacity (staffing, physical resources,    Director of Technology and
learning environment enabling ‘cutting edge’   /14-16 Manager                 range of provision) of the 14-16 centre to facilitate   Skills
training delivery to meet the increased                                       access by a higher volume of learners, encouraging
demand for 14-19 curriculum within the                                        higher volumes of progression to FE or WBL
region.                                                                       programmes at 16




                                                                                                52
AIM – 9.1.6 Endeavour to provide access route to FE and WBL for those learners unable to follow traditional entry routes (cross ref 9.2)

   Objective/Detailed Action Required            Person       Target Date      Target Outcome or Performance Indicator to              Monitoring/Reporting              Monitoring
                                               Responsible                               Evidence Achievement                       Arrangements (who/when?)      See Monitoring Scale Below
                                                                                                                                                                 Scale Number        Date
Work with the LSC and other partners to      Teaching and     Sept 2007     Programme offered includes additional courses at pre   Senior Management Team
develop pre-vocational provision             Learning DMTs                  Level 2


                                             Teaching and     Dec 2007      Annual review of courses includes consideration of     Senior Management Team
                                             Learning DMTs                  pre-vocational requirements
Develop our Entry to Employment (E2E)        CAM Fndn         Jul 2008      Deliver initial Pre E2E contract – 60 starts in year   Director of Learner Service
provision                                    Studies

                                             CAM Fndn         Jul 2010      Increase provision by 33% (i.e. 80 starts in 09/10)    Director of Learner Service
                                             Studies
Play a leading role in developing and        Head of School   Jul 2009      Carry out responsibilities Identified in North         Director of Learner Service
implementing the North Lincolnshire Not in   (C&FS)                         Lincolnshire NEETs action plan/strategy 2006-2009      Director of Technology and
Employment, Education or Training (NEET)                                                                                           Skills
strategy                                     Head of School   Jul 2009      Work with LSC, Connexions and other partners to
                                             (C&FS)                         develop replacement action plan/strategy               Director of Learner Service
                                                                                                                                   Director of Technology and
                                                                                                                                   Skills




                                                                                              53
AIM – 9.1.7 In equal partnership with our partner HEIs, develop a flexible and adaptable approach to professional and work related education and higher levels
            which is responsive to demand led employer needs and widening participation targets. (cross ref. 9.3)
   Objective/Detailed Action Required          Person       Target Date      Target Outcome or Performance Indicator to                 Monitoring/Reporting                  Monitoring
                                             Responsible                               Evidence Achievement                          Arrangements (who/when?)         See Monitoring Scale Below
                                                                                                                                                                         Scale           Date
                                                                                                                                                                        Number
Seek to establish a Centre of Higher       Head of Higher   Unknown       Working Group convened consisting of NLC and UL           Higher Education Board of
Education Excellence focused on the twin   Education                      members to progress a competitive bid.                    Studies
                                                            (HEFCE
themes of employability and widening
                                                            dependent)    Bidding document produced                                 Senior Management Team
participation
Increase the human and physical resource   Head of Higher   May 08        Budget allocation reflects capacity to deliver plan.      Director of Vocational Learning
capacity necessary to planned growth       Education                                                                                and Higher Education
                                                            May 09        Review of recruitment and retention strategies.           Higher Education Board of
                                                                                                                                    Studies
                                                            Oct 2007      Build opportunities for scholarly activities.             Director of Vocational Learning
                                                                                                                                    and Higher Education
                                                                          Production of TQEF Annual Plan for 07-08
                                                                                                                                    Higher Education Board of
                                                            Oct 2008      Production of TQEF Annual Plan for 08-09                  Studies
                                                                          Report produced for 07-08                                 Director of Vocational Learning
                                                                                                                                    and Higher Education
                                                            Oct 2009      Production of TQEF Annual Plan for 09-10                  Higher Education Board of
                                                                          Report produced for 08-09                                 Studies
Incrementally grow existing HE provision   Head of Higher   Sept 2007     HE Strategy 07-10 written and approved                    Director of Vocational Learning
                                           Education                                                                                and Higher Education
                                                            Oct 2007      Annual Operating Plan published
                                                                                                                                    Higher Education Board of
                                                            Sept 2007     10% increase in student heads per annum                   Studies
                                                            Sept 2008     10% increase in student heads per annum                   Director of Vocational Learning
                                                                                                                                    and Higher Education
                                                                          Participation in UL review of curricula to identify new
                                                                                                                                    Higher Education Board of
                                                                          joint honours programmes                                  Studies
                                                                          Complete analysis of new niche markets and
                                                                          diversification of existing programmes to establish
                                                                          new demand patterns and target groups




                                                                                             54
Incrementally grow existing HE provision                                    HE Annual Operating Plan 08-09 published
                                                                Sept 2009   10% increase in student heads per annum                  Senior Management Team
                                                                            Progress to validation any new programmes                Higher Education Board of
                                                                            identified through market analysis                       Studies
                                                                            Portfolio of short credit rated courses to attract new   College Management Team
                                                                            target groups.                                           Head of Higher Education
                                                                                                                                     Higher Education Board of
                                                                            HE Annual Operating Plan 08-09 published                 Studies
                                                                                                                                     Director of Vocational Learning
                                                                                                                                     and Higher Education
                                                                Sept 2007   Achieve validation for 2 short courses in Network
                                                                            Computing                                                Higher Education Board of
                                                                                                                                     Studies
                                                                                                                                     Director of Vocational Learning
                                                                Sept 2008   Targeted recruitment plan produced for differentiated    and Higher Education
                                                                            groups
                                                                                                                                     Higher Education Board of
                                                                                                                                     Studies
                                                                                                                                     Director of Vocational Learning
                                                                Feb 2008    Conduct market research and complete feasibility         and Higher Education
                                                                            discussions with HEI partner faculties regarding a
                                                                            ‘bite size’ portfolio of programmes


Develop new foundation degrees in line with    Head of Higher   Jan 2008    Achieve validation for Health and Social Care.           Higher Education Board of
market/employer driven needs                   Education                    Continue to work with the NHS towards a joint            Studies
                                                                            delivery model.                                          Director of Vocational Learning
                                                                                                                                     and Higher Education
                                                                                                                                     Higher Education Board of
                                                                            Annual portfolio review to modify/introduce
                                                                Jun 2008                                                             Studies
                                                                            differentiated routes within existing FDs
                                                                                                                                     Director of Vocational Learning
                                                                            Agree, in partnership with Kingsway Consulting,
                                                                                                                                     and Higher Education
                                                                            progression routes from ‘Train to Gain’
                                                                                                                                     College Management Team


Further develop our programmes portfolio       Head of Higher   Oct 2007    Recruitment to a Diploma stage cohort of the MBA         Higher Education Board of
for professional development/post graduate     Education                                                                             Studies
                                                                            Arrange promotional events to create a demand for
provision in partnership with the University                                                                                         College Management Team
                                                                            UL to convert to Certificate and Diploma
of Lincoln under the Brumby Centre                                                                                                   Senior Management Team
Agreement
                                                                                                                                     Higher Education Board of
                                                                            Agree with UL the feasibility of a postgraduate CPD      Studies
                                                                Oct 2008                                                             Senior Management Team
                                                                            Centre.


                                                                                               55
Participate in local Lifelong Learning   Head of Higher   Jan 2008    Agreed ‘bite size’ portfolio for 2008/9                  Higher Education Board of
Networks (LLNs)                          Education                                                                             Studies
                                                                                                                               College Management Team
                                                                                                                               Senior Management Team
                                                          Jun 2008    Ensure participation in Management Group and
                                                                                                                               College Management Team
                                                                      maximise opportunities available to NLC                  Senior Management Team
                                                          Jun 2009    Ensure participation in Management Group and             College Management Team
                                                                      maximise opportunities available to NLC                  Senior Management Team

Increase capacity on teacher training    Head of Higher   Jun 2008    Complete exploration of extension of university of       Higher Education Board of
programmes                               Education                    Huddersfield numbers, conduct discussions with and       Studies
                                                                      report on alternative HEI validating bodies. Report      College Management Team
                                                                      produced on projected student numbers and funded         Senior Management Team
                                                                      routes.
                                                                                                                               Higher Education Board of
                                                          Sept 2008   Implement recommendations of report, assuming
                                                                                                                               Studies
                                                                      demand proven and validating institution(s) identified
                                                                                                                               College Management Team
                                                                                                                               Senior Management Team




                                                                                         56
ACTION / DEVELOPMENT PLAN FOR: 9.2 RESPONSIVENESS TO LEARNERS (KQ 3,4) (cross ref. 9.3)



AIM – 9.2.1 Provide a curricula that is inclusive, flexible and meets both learner needs and those of employers enabling personalised learning
   Objective/Detailed Action Required               Person           Target Date      Target Outcome or Performance Indicator to                Monitoring/Reporting                  Monitoring
                                                  Responsible                                   Evidence Achievement                         Arrangements (who/when?)          See Monitoring Scale Below
                                                                                                                                                                              Scale Number        Date
Ensure we reflect the vocational nature of      Head of School       Annually      Continual revisions to curriculum offer and design       Senior Management Team
the college in curriculum development to        /Head of MIS                                                                                /DMT
assure currency and appropriateness
Plan for the impact of Diplomas and develop     Directors/ Head of   Jul 2008      Develop plans fit for purpose & Diploma offer with       Director of Technology and
appropriate models of delivery, including       School                             key partners.                                            Skills
working with key partners in that delivery.
Ensure quality and relevance of new             Head of Marketing    As per        Conduct needs analysis                                   Assistant Principal of Teaching
programme content                               Head of School       meeting       Consider alternative.                                    and Learning
                                                /CAMS                Schedules     These to be completed prior to New Programmes            Strategic Planning GP
                                                Head of School                     Committee and ultimately Academic Board approval.        Programmes Committee
                                                MIS                                                                                         Academic Board
                                                Head of School
Incorporate relevant new technology into all    Heads of MIS         As per        IT Strategy reflects curriculum delivery & improved      IT Strategy GP
programmes to meet the needs of learners        Head of School       meeting       retention & success rates                                Senior Management Team
                                                                     Schedule                                                               /DMT
Develop a curriculum offer that is responsive   Head of School       As per        Curriculum offer meets needs of Key Stakeholders &       Directors of Teaching and
to stakeholder need, is demand led and                               meeting       appropriate influencers e.g. financial, Govt. targets.   Learning
consistent with the vision for 14-19                                 Schedule
curriculum proposed by the White Paper 14-
19 Education and Skills, the White Paper -
The Future of Higher Education and the
Lietch Report
To enhance employer engagement                  Head of School       Jun 2008      Develop links with employers and encourage               Principal
                                                                                   provision of realistic teaching and learning projects    Academic Board

                                                                     Jun 2009      Formal Employer Advisory Panel meet at least twice
                                                                                   a year for each curriculum area




                                                                                                     57
Develop a range of employer Engagement            Head of Kingsway   Jun 2008   A range of innovative Employer engagement models       Director of Enterprise and
Models                                            Consulting                    available                                              Innovation
                                                  Head of Higher
                                                  Education
Ensure that learners are engaged in study         Head of Schools    Nov 2007   Annual Review of IAG and initial assessment            Director of Technology and
with the appropriate level of functional skills                                 methodology Nov 07/08/09                               Skills
for the level of course.
                                                                                                                                       Director of Learner Services
Ensure all learners through college support       Head of Schools    Jul 2008   All learners to review career advice and guidance as   Director of Learner Services
services to assist in planning their own                                        part of tutorial entitlement. Access appropriate
career paths and identifying the skills and                                     referral to connexions
qualifications they will need to achieve their
career goal.
Encourage learners to reflect on own              Head of Schools    Jul 2008   Annual course review to comment of numbers of          Director of Vocational Learning
learning and prepare for employment                                             learners in work placement.                            and Higher Education
through appropriate work related
                                                                                Centralise data                                        Director of Technology and
experience, which is integral to the
                                                                                                                                       Skills
programme of study.
                                                                                                                                       Director of Learner Services
Ensure all learners access and benefit from       Head of Schools    Jul 2008   Individual Learning plans are developed, reviewed      Director of Vocational Learning
individual advice and guidance during their                                     and recorded using college standard policies and       and Higher Education
course of study                                                                 procedures and make appropriate use of technology
                                                                                                                                       Director of Technology and
                                                                                to ensure the process is learner centred.
                                                                                                                                       Skills
                                                                                                                                       Director of Learner Services




                                                                                                  58
AIM – 9.2.2 Provide high quality Information Advice and Guidance (IAG) which is comprehensive and impartial. (cross reference 9.4)

   Objective/Detailed Action Required              Person         Target Date      Target Outcome or Performance Indicator to                Monitoring/Reporting            Monitoring
                                                 Responsible                                 Evidence Achievement                         Arrangements (who/when?)    See Monitoring Scale Below
                                                                                                                                                                     Scale Number        Date
Prior to enrolment provide high quality        Head Learner       As per        Ensure we have robust, transparent and fair initial      LSS Quality Group
advice and guidance which is                   Services           meeting       advice and guidance that reflects diverse previous       Senior Management Team
comprehensive and impartial.                                      Schedule      learning experiences and equips learners with the
                                                                                knowledge to make informed choices
                                                                  As per
                                               Head of School     meeting       Define clear progression routes and pathways from        LSS Quality Group
                                                                  Schedule      pre-entry level to graduate level.                       Senior Management Team
                                               Head Learner       As per        Ensure there are clear entry requirements for each       LSS Quality Group
                                               Support Services   meeting       programme, which are explained to the learner at the     Senior Management Team
                                               Head of School     Schedule      guidance stage and in the course documentation,
                                                                                which is reviewed regularly
On Programme provide high quality advice       Head Learner       As per        Provide effective induction programmes into the          LSS Quality Group
and guidance which is comprehensive and        Services           meeting       college.                                                 Senior Management Team
impartial                                      Head of School     Schedule

                                               Head Learner       As per        Offer support in the areas of admissions, initial
                                               Support Services   meeting       assessment, counselling, welfare, financial advice,
                                               Head of School     Schedule      childcare, transport, study support, pastoral tutorial
                                                                                programme and careers.
                                               Head Learner       As per
                                               Services           meeting       Provide appropriate levels of IAG through a range of
                                               Head of School     Schedule      media and qualified, experienced staff.
Ensure all prospective learners with parents   Head Learner       As per        All prospective learners with parents/guardians if       LSS Quality Group
are provided with high quality information     Services           meeting       appropriate are invited to a college open day,           Senior Management Team
and advice.                                    Employers          Schedule      interview, and/or series of fresher’ events.
Ensure rigorous quality monitoring             Directors          As per        Review the quality of support and guidance available     LSS Quality Group
processes are in place and meet external       Head of School     meeting       to full and part time learners on a regular basis,       Matrix, Ofsted
requirements.                                                     Schedule      through a variety of methods and formally report
                                                                                through self assessment annually, and other
                                                                                publications




                                                                                                   59
AIM – 9.2.3 Achieve and maintain a grade 1 profile overall for ‘Every Child Matters’.

   Objective/Detailed Action Required              Person         Target Date      Target Outcome or Performance Indicator to         Monitoring/Reporting                 Monitoring
                                                 Responsible                                 Evidence Achievement                  Arrangements (who/when?)         See Monitoring Scale Below
                                                                                                                                                                   Scale Number        Date
Enhancing access to drinking water across      Head of Premises   As per        Ensure adequate supply is provide across campus   Directorate Management Team
college buildings                                                 meeting
                                                                  Schedule
Enforcement of the existing non-smoking        Directors          As per        Adoption of Policy & decision regarding campus.   Directorate Management Team
policy and possible progression to a non-                         meeting       Ensure compliance                                 H&S Senior Management Team
smoking campus.                                                   Schedule                                                        Corporation
Ensuring all curriculum areas meet the         Head of School     June 2008     All curriculum areas meet target of 85%           Senior Management Team
college’s attendance target (85% for 2007/8)                                    Review target annually for period of plan         Directorate Management Team
                                                                                                                                  Directors
Provision of adequate space for private        Principal          As per        Suitable space provided                           Senior Management Team
study and socialising.                                            meeting                                                         /Directorate Management
                                                                  Schedule                                                        Team/Learner Support Services
Improving the achievements of Bangladeshi      Head of School     As per        Devise positive and appropriate intervention      Equality and Diversity
learners.                                                         meeting       strategies that raise success rates.              Group/Senior Management
                                                                  Schedule                                                        Team
                                                                                                                                  Director of Corporate Services
Improve GCSE English and Maths pass            Head of School     As per        Devise positive and appropriate intervention      Senior Management Team
rates.                                                            meeting       strategies that raise success rates.              Directorate Management Team
                                                                  Schedule      Withdraw poor provision




                                                                                                  60
ACTION / DEVELOPMENT PLAN FOR: 9.3 RESPONSIVENESS TO EMPLOYERS (KQ3)


AIM – 9.3.1 Deliver a flexible curriculum, which includes academic and vocational options, work-related and work-based learning opportunities, study and basic
            skills as appropriate
   Objective/Detailed Action Required           Person        Target Date      Target Outcome or Performance Indicator to                Monitoring/Reporting            Monitoring
                                              Responsible                                Evidence Achievement                         Arrangements (who/when?)    See Monitoring Scale Below
                                                                                                                                                                 Scale Number        Date
Ensure we have formalised employer links    Principal         Jul 2008      All areas have formal links with relevant employer       Academic Board
through Employer Advisory Groups,                                           groups                                                   Kingsway Board
Employer Consultation and other.                                                                                                     Employer Groups
                                                                                                                                     HE Board
                                                                                                                                     Jan 2008
Ensure we develop and maintain links with   Head of Service   Jul 2008      All Service areas have established links with relevant   Academic Board
appropriate professional bodies e.g. SSC,                                   Professional Bodies                                      Kingsway Board
FDF, CITB etc.                                                                                                                       HE Board
                                                                                                                                     Feb 2008
Deliver a programme of learning that        Head of Service   Jun 2008      A range of validated and non validated programmes        Academic Board
incorporates the specific requirements of                                   that meet the needs of employers                         Kingsway Board
employers                                                                                                                            Higher Education Board
                                                                                                                                     Jan 2008




                                                                                              61
AIM – 9.3.2 Address the skills agenda, creating new markets and generating new funding streams by working with the University of Lincoln, other appropriate
            HEIs and Kingsway Consulting Ltd. to provide progression routes for employees in client organisations.
   Objective/Detailed Action Required               Person         Target Date      Target Outcome or Performance Indicator to              Monitoring/Reporting            Monitoring
                                                  Responsible                                 Evidence Achievement                       Arrangements (who/when?)    See Monitoring Scale Below
                                                                                                                                                                    Scale Number        Date
Developing a higher levels skills strategy to   Head of Higher     Jun 2008      The development of a collaborative, inclusive higher   Senior Management Team &
review planning, funding and the landscape      Education                        level skills strategy                                  Higher Education Board
of higher level skills to deliver management,
                                                Head of Kingsway                                                                        Jan 2008
innovation and workforce development
                                                Consulting
outputs within North Lincolnshire
Working with partner HEIs to offer short        Head of Higher     Jun 2008      A diverse range of short programmes developed          Senior Management Team
credit based programmes to target new           Education                                                                               Higher Education Board
                                                                   Ongoing
markets                                                                                                                                 Kingsway Board
                                                Head of Kingsway
                                                                                                                                        Jan 2008
                                                Consulting
Investigate feasibility of Knowledge Transfer   Head of Higher     Dec 2008      Feasibility report submitted                           Higher Education Board
Projects (KTP), initially assisted by the       Education                                                                               Senior Management Team
University of Lincoln                                                                                                                   Mar 2008
                                                                                                                                        Jun 2008




                                                                                                   62
AIM – 9.3.3 Maximise delivery to businesses and their employees. (Cross reference 9.1)

   Objective/Detailed Action Required                 Person         Target Date      Target Outcome or Performance Indicator to               Monitoring/Reporting            Monitoring
                                                    Responsible                                 Evidence Achievement                        Arrangements (who/when?)    See Monitoring Scale Below
                                                                                                                                                                       Scale Number        Date
Developing and implementing a three-year
                                                  Head of Kingsway   Jun 2007      Strategic Plan agreed with KC Board                     Jun 2007 - Kingsway Board
strategy for Kingsway Consulting Ltd.
                                                  Consulting                       Strategy Implemented Yr 1                               Jul 2008 - Kingsway Board
                                                                                   Strategy Implemented Yr2                                Jul 2009 - Kingsway Board
                                                                                   Strategy Implemented Yr3                                Jul 2010 – Kingsway Board
Developing and implementing a marketing
                                                  Head of Kingsway   Oct 2007      Marketing strategy agreed                               Oct 2007 - Kingsway Board
plan for Kingsway Consulting Ltd. in
                                                  Consulting                       Marketing Implementation plan Yr 1                      Jul 2008 - Kingsway Board
conjunction with expert external consultancy
                                                                                   Marketing Implementation plan Yr 2                      Jul 2009 - Kingsway Board
                                                                                   Marketing Implementation Plan Yr 3                      Jul 2010 – Kingsway Board
Providing excellent learning opportunities at
                                                  Head of Kingsway   Jun 2008      Delivery models that encompass the working shift        Dec 2007
times and locations that meet learner and
                                                  Consulting                       patterns of employees                                   Jun 2008
employer needs
                                                                                   Learning programmes that are deliverable on the         Jun 2009
                                                                                   employers premises                                      Jun 2010
                                                                                   Learning materials available in a range of media
Setting challenging targets for growth of ‘full
                                                  Head of Kingsway   Jun 2010      Increase volume of full cost programmes by a            Jun 2008
cost’ programmes
                                                  Consulting                       minimum of 10% per annum                                Jun 2009
                                                                                                                                           Jun 2010
Developing our Train to Gain offer to enable
                                                  Head of Kingsway   Jun 2008      Development of a delivery model that facilitates        Dec 2007
scaling to a national level
                                                  Consulting                       management of remote provision
Ensuring alternatives are offered to learners
                                                  Head of Kingsway   Aug 2007      Al learners/employers who do not qualify for specific   ongoing
who do not meet funding initiative (e.g. Train
                                                  Consulting                       funding initiatives are advised of alternate routes
to Gain) criteria




                                                                                                     63
ACTION / DEVELOPMENT PLAN FOR: 9.4 QUALITY OF PROVISION (KQ 2,3,4)


AIM – 9.4.1 Provide learning programmes which raise and broaden aspirations and motivate learners to continue to learn

   Objective/Detailed Action Required                Person          Target Date      Target Outcome or Performance Indicator to            Monitoring/Reporting              Monitoring
                                                   Responsible                                  Evidence Achievement                     Arrangements (who/when?)      See Monitoring Scale Below
                                                                                                                                                                      Scale Number        Date
Each course teams actively promote
                                                 Head of School      Jun 2009      Each team are using a different method of delivery   Directors Teaching and
equipping learners to be accountable for
                                                 Curriculum Area                   and revised plans are in place                       Learning
their own learning and take some
                                                 Managers                                                                               Boards of Study
responsibility, using revised individual
                                                                     Jun 2010      Individual Learning plans are available in an        Academic Board
learning plans as a catalyst.
                                                                                   electronic format

Develop and use high quality teaching and
                                                 Head of School      Jun 2009      KPIs are met with regard to Moodle usage             Directors of Teaching and
learning materials in a range of media.
                                                                                   Interactive use of Smart-boards                      Learning
Facilitate teaching and support staff, through
                                                 Staff development   Jun 2010      Improved lesson observation profile with 90% of      Director Corporate Services
structured continuing professional
                                                 Manager                           observation grades good and better
development the opportunity to explore
pedagogical developments.                                                          Observation records
                                                                                   Staff CPD records
                                                                                   Programme of staff development encourages
                                                                                   creation and sharing of resources, propagating
                                                                                   creative and active ways of teaching and learning
Develop balanced methodologies and               Head of School      Jun 2008      EV reports state that teaching, learning for         Directors – Academic Boards
college standards at course team level, that     College                           assessments methods meet learning outcomes
blend traditional teaching methods,              Management
                                                                     Jun 2009
recognise their value and exploit existing       Team
and emerging technologies (including for
example the use of digital media, virtual        Head of School      Jun 2008      Annual course reviews confirm learning/assessment    Directors – Academic Boards
learning environment and electronic              College                           methodologies are fit for purpose evidences by
whiteboards), to embed effective teaching        Management          Jun 2009      positive learner satisfaction surveys.
and learning and empower learners with an        Team
active learning opportunity.




                                                                                                       64
Develop the role of advanced practitioner to
                                                Staff           Jun 2009   Advanced practitioner effectively sharing good            Director of Teaching and
share good practice and promote innovation
                                                Development                practice across College. Lessons show increased           Learning
in teaching and learning methodology.
                                                Manager                    use of ILT and balanced methodologies                     Director of Corporate Services
                                                                                                                                     Academic Board
Develop the necessary campus infra
                                                Senior          Jun 2010   Physical resources in place, fit for purpose and being    Director of Teaching and
structure, including physical and learning
                                                Management                 utilized                                                  Learning
resources.
                                                Team                                                                                 Director of Corporate Services
                                                                                                                                     Academic Board
Provide opportunities that facilitate
                                                Assistant       Jun 2008   Staff and learners actively involved with international   Director of Corporate Services
curriculum research & development
                                                Principals of              activities including internet contact, chat rooms and
activities, which will progress the promotion
                                                Corporate                  exchanges
and integration of International/ European
                                                Services and    Jun 2009
activities within the curriculum including                                 International strategy delivered year 1
                                                Teaching and
staff/learner placement and exchange.
                                                Learning




                                                                                             65
AIM – 9.4.2 Provide clear progression routes and pathways which are appropriate for all abilities following qualifications, which allow them to progress at a pace,
            suited to their needs and which are valued by stakeholders
   Objective/Detailed Action Required                  Person        Target Date      Target Outcome or Performance Indicator to              Monitoring/Reporting                  Monitoring
                                                     Responsible                                Evidence Achievement                       Arrangements (who/when?)          See Monitoring Scale Below
                                                                                                                                                                            Scale Number        Date
Provide appropriate guidance and support
                                                   Head of Learner   Jun 2008      Clearly communicate in a variety of media of           Director of Learner Services
mechanisms to learners at all levels, clearly
                                                   Services                        language all routes available
communicate the progression pathways and
career opportunities, from pre-entry to
graduate level
Working partnership with schools and others
                                                   Head of Learner   Jun 2008      Increased 14-16 enrolments                             Director of Learner Services
to provide a clear curriculum framework and
                                                   Services
collaborative delivery model where                                                 Transparent partnership agreements
appropriate, that will articulate the vocational   14-16 Manager
nature of the College
Transform the teaching and learning
                                                   Staff             Jun 2010      Staff CPD records                                      Director of Learner Services
workforce through structured continuing
                                                   Development
professional development, particularly                                             All new teaching staff working towards required
                                                   Manager
through the acquisition of teaching                                                qualification in first year of appointment.
qualifications and up dating vocationally
relevant skills and building capacity to                                           Toolkits to demonstrate innovative methods
deliver new methodologies in teaching and
learning
Critically review the standards of teaching
                                                   QA Manager        Jun 2008      Robust SAR                                             Director of Learner Services
and learning using a robust self-assessment
process at all levels, including qualitative       Head of School                  Accurate MIS data                                      Director of Technology and
and quantitative information. Within the                                                                                                  Skills
annual course review cycles, rise to meet                                          Standard Team Reports
learner expectation and empower course                                                                                                    Director of Vocational Learning
                                                                                   Course Team Reviews
                                                                                                                                          and Higher Education
teams to improve the quality of the learning
experience.                                                                        Learner Reviews
Review all study/course handbooks on
                                                   Head of School    Jun 2008      Books available on Moodle and hard copy                Director of Technology and
programmes to ensure consistency and
                                                                                                                                          Skills
appropriateness to the level of the award                                          Annual course review and evaluation confirms fit for
and ensuring that study/course handbooks                                           purpose course/study handbooks.                        Director of Vocational Learning
are available both in hard copy and                                                                                                       and Higher Education
electronically using the virtual learning
environment.




                                                                                                       66
Review annually the assessment plans and
                                                Head of School     Jun 2008   IV procedure and moderation policy followed and          Assistant Principal of Teaching
learning outcomes, to assure: they positively
                                                                              evidenced and related to appropriate benchmark           and Learning
contribute to the learning process, measure     Curriculum Area
outcomes Facilitate the provision of high       Managers                      Course file available and up to date
quality feedback to learners, to ensure that
the maximum learning benefit is gained from                                   Cross College moderating where appropriate
the assessment process                                                        Individual meaningful feedback allows learner to         Assistant Principal of Teaching
                                                                   Jun 2008
                                                                              progress and achieve. EV report comments and             and Learning
                                                                              learner satisfaction survey confirm


Review, monitor and action plan all external
                                                Director of        Nov 07     All actions from EV reports/inspection action plans      Senior Management Team
stakeholders judgements on the quality of
                                                Learner Services   Nov 08     are implemented. Regular surveys of shareholders         Quality Group
provision including awarding bodies, Ofsted
                                                                   Nov 09     will generate appropriate actions
and QAA.
Prepare learners from non-traditional
                                                Head of Higher     Jun 2008   Non traditional learners are provided with appropriate   Director of Vocational Learning
backgrounds for HE level study thus
                                                Education                     skills support/ Pre course to HE as required             and Higher Education
promoting successful engagement and
achievement.
Develop new, and modifying existing,
                                                Head of Higher     Jun 2009   A range of Foundation degrees are in place that meet     Director of Vocational Learning
foundation degree programmes, in
                                                Education                     sector skills shortages and allow progression for FE     and Higher Education
partnership with appropriate universities, to
                                                                              learners.
meet employer needs and address skills
shortages.
Develop with partner universities, the
                                                Head of Higher     Jan 2009   HE centre managers liaise with Universities re the       Director of Vocational Learning
potential for more honours degree provision
                                                Education                     possibility of increased honours degree provision        and Higher Education
locally within the University Centre

Maximise the opportunities for flexible
                                                Head of School     Jan 2009   CT minutes and review show evidence of appropriate       Director of Technology and
learning programmes to suit the demands of
                                                                              discussion/action re flexibility of programme            Skills
a diverse learner population.
                                                                                                                                       Director of Vocational Learning
                                                                                                                                       and Higher Education




                                                                                                67
AIM – 9.4.3 Plan, assess and evaluate provision involving all staff, learners and other stakeholders

   Objective/Detailed Action Required                Person        Target Date      Target Outcome or Performance Indicator to           Monitoring/Reporting                  Monitoring
                                                   Responsible                                Evidence Achievement                    Arrangements (who/when?)          See Monitoring Scale Below
                                                                                                                                                                       Scale Number        Date
Plan all new provision in line with employer
                                                 Director          Jun 2010      Employ surveys identify skill shortage              Principal
and learner needs and government priorities
                                                                                 Learner requests considered                         Academic board
                                                                                 Government priorities are considered
Develop new provision by assessing its
                                                 Head of School    Jun 2009      Programmes personalized to meet specific employer   Academic Board
relevance, using needs analysis, and by
                                                                                 requirements/learner needs
harvesting the views of learners and             Director                                                                            Senior Management Team
relevant employers
                                                 Kingsway Cons.
Review and revise annually quality
                                                 Quality Manager   Jun 2008      Regular surveys monitor learner experience and      Quality director
assurance processes to maximise the views
                                                                                 feedback to CMT
of learners and other stakeholders in
evaluating the quality of learning experience
Review, monitor and action planning all
                                                 Quality Manager   Jan 2009      All feedback from surveys is action planned as      Director of Learner Services
learner and employer feedback on the
                                                                                 appropriate
quality of provision. “Voice and Choice” to      Kingsway Cons.
ensure greater levels of consultation and
                                                 Head of School
innovation in major decision-making
Promote through committee structures an
                                                 Head of School    Jan 2010      Learners and other stakeholders invited to CMT      Assistant Principal of Teaching
open and informed collegiate discussion
                                                                                 meetings and invited to input to all reviews        and Learning
when undertaking curriculum review,              Curriculum Area
involving directly learners in both review and   Manager
evaluation including but not exclusively
annual course review.




                                                                                                   68
AIM – 9.4.4 Provide effective teaching and training which takes cognisance of individual learning styles and supports them through the learning experience.
            (cross reference 9.2)
   Objective/Detailed Action Required                Person        Target Date      Target Outcome or Performance Indicator to                 Monitoring/Reporting                  Monitoring
                                                   Responsible                                Evidence Achievement                          Arrangements (who/when?)          See Monitoring Scale Below
                                                                                                                                                                             Scale Number        Date
Review curriculum planning processes
                                                 Head of School    Jun 2008      Courses not meeting national benchmark do not run.        Director of Technology and
annually to consider fitness for purpose, with
                                                                                 New programmes sought through liaison with                Skills
the intention to maximise the vocational
                                                                                 awarding bodies. Staff development and industrial
resource base of the college through                                                                                                       Director of Vocational Learning
                                                                                 experience evidenced
efficient and effective use of staff (teaching                                                                                             and Higher Education
and support) and physical resources
Develop a personalised curriculum delivery
                                                 Head of School    Jun 2010      Notes, activities and assignments for all courses on      Director of Technology and
model for further education, work based
                                                                                 MOODLE. Private study identified on timetables. IT        Skills
learning and higher education which              Curriculum Area
                                                                                 resources accommodate increased use of MOODLE
promotes active learning, is learner centred     Manager                                                                                   Director of Vocational Learning
and engenders more responsibility as self                                                                                                  and Higher Education
directed learners use new technologies
Develop approaches that underpin the
                                                 Head of School    Jun 2008      College culture changes to publicly recognise and         Director of Corporate Services
notion that teaching/training is a
                                                                                 acknowledge staff professional achievements
professional activity, enhancing staff self                                                                                                Director of Teaching and
esteem and job satisfaction through the                                                                                                    Learning
necessary continuing professional
development of staff to achieve appropriate
teaching/assessor qualifications and
maintain currency of vocational skills.
Reward and recognise teaching staff will be
                                                 Head of School    Jun 2008      Salary recognises CPD achievement, standards of           Director of Corporate Services
furthered by the identification of advanced
                                                                                 practice. Staff development time is identified on
practitioners and encouraging the                                                                                                          Director of Teaching and
                                                                                 timetables
development of new methodologies in                                                                                                        Learning
teaching and learning, consolidate and build                                     Toolkits
upon appropriate proven approaches to
teaching and learning and further enhance a                                      Advanced Practitioner in post with appropriate
                                                                                 remission.
scholarly approach (where appropriate) to
their subject or vocational discipline.                                          Annual course review reflect clear, structures CPD
                                                                                 activity that improved quality of teaching and learning




                                                                                                   69
Encourage staff to innovate and disseminate
                                                  Staff              Jun 2010   Lesson observation profile indicated 90% lessons          Director of Teaching and
good practice in identification and delivery of
                                                  Development                   good or better                                            Learning
new approaches to teaching and learning
                                                  Manager
that raises standards, wherever it is                                           Toolkits                                                  Head of School
delivered through formal mechanisms or                               Jun 2008
                                                                                New staff inductions
peer referencing within teams.                                                  Advanced Practitioners observations
                                                                                S&T observations
                                                                                Management observations
                                                                                Referrals
                                                                                All above evidenced in CPD programme
Review quality assurance policies and
                                                  Quality Manager    Jun 2008   Quality systems provide data that enables                 Director of Teaching and
procedures to establish a quality framework
                                                                                improvements to be achieved and shared e.g.               Learning
that promotes an improvement culture that
                                                                                Monitoring reports
has its core, an absolute need to raise
                                                  Director of        Jun 2010
standards and critically evaluate and plan
(to improve the quality of services and           Technology and                                                                          Assistant Principal Teaching
provision). We will further the development       Skills                        All curriculum areas are due self assessed grade 1        and Learning
of our internal QA mechanisms to assure           Director of
standards of teaching and learning delivery       Vocational
within teams.                                     Learning and
                                                  Higher Education
Review and develop approaches to learning
                                                  Staff              Jun 2008   Staff are given the opportunity to explore and develop    Director of Corporate Services
so it is enjoyable and challenging. This will
                                                  Development                   themselves personally and as a team member in an
be done with staff exploring and developing
                                                  Manager                       out of College environment. e.g. Sharing ideas,
through continuing professional
                                                                                experiences, which will allow them to consider
development the appropriate teaching
                                                                                different learning strategies via their own experiences
techniques and strategies that are matched
                                                  Head of School
to individual learning styles.




                                                                                                  70
ACTION / DEVELOPMENT PLAN FOR: 9.5 QUALITY OF OUTCOMES (KQ1)


AIM – 9.5.1 Ensure our learners achieve positive outcomes through the delivery of high quality provision, which results in relevant qualifications that facilitate
            progression to employment, further or higher education.
   Objective/Detailed Action Required             Person       Target Date     Target Outcome or Performance Indicator to           Monitoring/Reporting                Monitoring
                                                Responsible                              Evidence Achievement                    Arrangements (who/when?)        See Monitoring Scale Below
                                                                                                                                                                Scale Number        Date
Set challenging performance targets with      Head of School   Oct 2007      Group and personal targets set                     Teaching and Learning
learners                                                                                                                        Directors, agenda item at DMT
                                              Head of School   Jun 2008      Group and personal targets regularly reviewed      Teaching and Learning
                                                                                                                                Director, agenda item at DMT
                                              Head of School   Oct 2008      Group and personal targets set                     (fortnightly)
                                                                                                                                Teaching and Learning
                                              Head of School   Jun 2009      Group and personal targets regularly reviewed      Directors, agenda item at DMT
                                                                                                                                Teaching and Learning
                                              Head of School   Oct 2009      Group and personal targets set                     Director, agenda item at DMT
                                                                                                                                (fortnightly)
                                              Head of School   Jun 2010      Group and personal targets regularly reviewed      Teaching and Learning
                                                                                                                                Directors, agenda item at DMT
                                                                                                                                Teaching and Learning
                                                                                                                                Director, agenda item at DMT
                                                                                                                                (fortnightly)

Set challenging success rate targets at all   Head of School   Oct 2007      Targets set to reflect improvement over expected   Senior Management Team
levels                                                                       national increase and to take into account any
                                                                             shortfall on previous year

                                                               Oct 2008      Targets set to reflect improvement over expected   Senior Management Team
                                                                             national increase and to take into account any
                                                                             shortfall on previous year

                                                               Oct 2009      Targets set to reflect improvement over expected   Senior Management Team
                                                                             national increase and to take into account any
                                                                             shortfall on previous year




                                                                                              71
Remove any area of provision that falls         Assistant Principal   Jan 2008   No course offered in subsequent year where MLP not   Senior Management Team
below Minimum Levels of Provision (MLP)         of Teaching and                  achieved
from the College offer                          Learning

                                                Assistant Principal   Jan 2008   No course offered in subsequent year where MLP not   Senior Management Team
                                                of Teaching and                  achieved
                                                Learning

                                                Assistant Principal   Jan 2009   No course offered in subsequent year where MLP not   Senior Management Team
                                                of Teaching and                  achieved
                                                Learning
Utilise relevant value added, distance          Assistant Principal   Jul 2008   Develop VADT and RARPA Strategy                      Senior Management Team
travelled (VADT) or recognition and             of Teaching and
recording of progress and achievement           Learning.             Jul 2009   Implement VADT and RARPA Strategy                    Senior Management Team
(RARPA) tools to monitor and celebrate          Head of MIS
learner progress relative to prior attainment   Head of School        Jul 2010   VADT and RARPA strategy embedded                     Teaching and Learning DMTs

Recognise, monitor and celebrate                Head of School        Jul 2008   Annual report on ‘non success rate’ success and      Senior Management Team
successful achievement and other positive       Head of Learner                  achievement (awards ceremonies, progression
outcomes (such as gaining course related        Service                          updating of success stories etc)
employment, progression to higher level FE      Head of Marketing
or HE programmes)
                                                Head of School        Jul 2009   Annual report on ‘non success rate’ success and      Senior Management Team
                                                Head of Learner                  achievement (awards ceremonies, progression,
                                                Service                          updating of success stories etc.)
                                                Head of Marketing

                                                Head of School        Jul 2010   Annual report on ‘non success rate’ success and      Senior Management Team
                                                Head of Learner                  achievement (awards ceremonies, progression,
                                                Service                          updating of success stories etc.)
                                                Head of Marketing




                                                                                                  72
Recognise the role good retention plays in        Head of School    Jul 2008   Retention for 16-18 at national average and 19+       Principal’s monthly meeting,
attaining high success rates, putting in place                                 within 6% of national average                         Teaching and Learning DMTs
measures including close monitoring, action                                                                                          (agenda item fortnightly), Senior
planning of learners ‘at risk’ of withdrawal      Head of School    Jul 2009   Retention for 16-18 2% above national average and     Management Team
(utilising retention officers, curriculum staff                                19+ within 2% of national average                     Principal’s monthly meeting,
and other appropriate support services) and                                                                                          Teaching and Learning DMTs
targeting identified areas of poor retention      Head of School    Jul 2010   Retention for 16-18 3% above national average and     (agenda item fortnightly), Senior
with additional relevant resources                                             19+ at national average                               Management Team
                                                                                                                                     Principal’s monthly meeting,
                                                                                                                                     Teaching and Learning DMTs
                                                                                                                                     (agenda item fortnightly), Senior
                                                                                                                                     Management Team

Seek comprehensive learner feedback via a         Quality Manager   Jul 2008   Programme of feedback activity carried out, results   All Directors
variety of means (surveys, learner focus          College                      published and action plans developed
groups, diary feedback etc.) to inform            Management
revision and development of programmes,           Team
delivery and resources
                                                  Quality Manager   Jul 2009   Programme of feedback activity carried out, results   All Directors
                                                  College                      published and action plans developed
                                                  Management
                                                  Team

                                                  Quality Manager   Jul 2010   Programme of feedback activity carried out, results   All Directors
                                                  College                      published and action plans developed
                                                  Management
                                                  Team




                                                                                                 73
AIM – 9.5.2 Deliver ‘outstanding’ success and exceptional progression opportunities for our 14-16 learners

   Objective/Detailed Action Required             Person          Target Date     Target Outcome or Performance Indicator to                Monitoring/Reporting                   Monitoring
                                                Responsible                                 Evidence Achievement                         Arrangements (who/when?)           See Monitoring Scale Below
                                                                                                                                                                           Scale Number        Date
Delivering success rates on 14-16             Head of School      Sept 2007     Regular and structured reporting mechanisms             Principal’s retention monitoring
programmes higher than national averages      Centre Manager      Sept 2008     supported by action planning to maximise learner        meeting, monthly
and higher than rates delivered by local                          Sept 2009     success. Increased success for areas identified as      Director Technology and Skills
schools                                                                         below target                                            agenda item DMT, fortnightly

Incrementally increasing progression rates    Head of School      Sept 2007     Regular information dissemination to 14 – 16 learners   Director Technology and Skills
from 14-16 centre provision to college FE                         Sept 2008     from vocational specialists regarding FE and WBL        agenda item DMT, October
and WBL provision                                                 Sept 2009     progression opportunities. Guidance officers to         meeting
                                                                                interview learners during last term. Increased
                                                                                progression rates




AIM – 9.5.3 Put student success at the heart of our HE provision.

   Objective/Detailed Action Required             Person          Target Date     Target Outcome or Performance Indicator to                Monitoring/Reporting                   Monitoring
                                                Responsible                                 Evidence Achievement                         Arrangements (who/when?)           See Monitoring Scale Below
                                                                                                                                                                           Scale Number        Date
Develop performance indicators relevant to
                                              Head of School of   Jul 2008      Develop PI set and related systems which allow          Senior Management Team
the HE sector which enable the monitoring
                                              Higher Education                  monitoring of HE against relevant (HE in FE)
of success and value added, action planning
                                                                                benchmarks
remedial action for any programme falling     Head of MIS
below standard
                                              Head of School of
                                                                  Oct 2008      Report to SMT action to improve any course falling      Senior Management Team
                                              Higher Education
                                                                                below benchmark
                                              Head of School of                                                                         Senior Management Team
                                                                  Oct 2009      Report to SMT action to improve any course falling
                                              Higher Education
                                                                                below benchmark




                                                                                                  74
Prepare for, during the life of this plan,
                                              Head of School of   Jul 2008   Develop appropriate provision of public information
publication of Teaching Quality Information
                                              Higher Education               sources
(TQI)
                                              Head of MIS
                                                                             Further develop and maintain provision of public
                                                                  Jul 2009
                                                                             information sources


Prepare for an IQER. Achieve continued                            Jul 2008                                                         Higher Education Board of
                                              Head of School of              Further review of the HE Self Evaluation Model to
high levels of confidence in all external                                                                                          Studies
                                              Higher Education               articulate with IQER methodology
audits and reviews.                                                                                                                Higher Education Board of
                                                                  Jun 2008   Report produced to demonstrate preparedness for
                                                                                                                                   Studies
                                                                             IQER. Staff Development programme produced
                                              Head of School of
                                              Higher Education               Ensure participation, as required, in University of
                                                                  Mar 2008                                                         Senior Management Team
                                                                             Lincoln Institutional Audit

Provide progression routes beyond FE for
                                              Head of School of   Jul 2008   50% of level 3 FE/WBL course have clear               Assistant Principal of Teaching
all groups within the community
                                              Higher Education               progression route to Foundation Degree or Degree      and Learning
                                                                                                                                   Senior Management Team

                                              Head of School of
                                                                  Jul 2009                                                         Assistant Principal of Teaching
                                              Higher Education               75% of level 3 FE/WBL course have clear
                                                                                                                                   and Learning
                                                                             progression route to Foundation Degree or Degree
                                                                                                                                   Senior Management Team
                                              Head of School of
                                              Higher Education    Jul 2010   100% of level 3 FE/WBL course have clear
                                                                                                                                   Assistant Principal of Teaching
                                                                             progression route to Foundation Degree or Degree
                                                                                                                                   and Learning
                                                                                                                                   Senior Management Team




                                                                                                75
AIM – 9.5.4 Ensure ‘outstanding’ outcomes for our business clients and learners.

   Objective/Detailed Action Required         Person         Target Date     Target Outcome or Performance Indicator to                Monitoring/Reporting              Monitoring
                                            Responsible                                Evidence Achievement                         Arrangements (who/when?)      See Monitoring Scale Below
                                                                                                                                                                 Scale Number        Date
Ensure all business programmes deliver    Head of Kingsway   Jul 2008      All Kingsway Consulting Programmes at or above          Director Enterprise and
outcomes above national benchmarks for    Consulting Ltd                   national average success rates                          Innovation
retention, achievement and success                                                                                                 Senior Management Team

                                          Head of Kingsway   Jul 2009      All Kingsway Consulting Programmes 5% above             Director Enterprise and
                                          Consulting Ltd                   national average success rates                          Innovation
                                                                                                                                   Senior Management Team

                                          Head of Kingsway   Jul 2010      All Kingsway Consulting Programmes 10% above            Director Enterprise and
                                          Consulting Ltd                   national average success rates                          Innovation
                                                                                                                                   Senior Management Team

Proactively and systematically seek       Head of Kingsway   Jul 2008      Improved quality leading to a 5% increase in turnover   Director Enterprise and
feedback from learners and employers to   Consulting Ltd                   (2006/7 base)                                           Innovation
inform revision and development of                                                                                                 (Senior Management Team, KC
programmes, delivery and resources                                                                                                 Board)

                                          Head of Kingsway   Jul 2009      Improved quality leading to a 10% increase in           Director Enterprise and
                                          Consulting Ltd                   turnover (2006/7 base)                                  Innovation
                                                                                                                                   (Senior Management Team, KC
                                                                                                                                   Board)

                                                                                                                                   Director Enterprise and
                                          Head of Kingsway   Jul 2010      Improved quality leading to a 15% increase in           Innovation
                                          Consulting Ltd                   turnover (2006/7 base)                                  (Senior Management Team, KC
                                                                                                                                   Board)

                                          Head of Kingsway   Jul 2010      At least one programme delivered outside the UK         Director Enterprise and
                                          Consulting Ltd                                                                           Innovation
                                                                                                                                   (Senior Management Team, KC
                                                                                                                                   Board)




                                                                                             76
Work with our Centre of Higher Education to   Head of Kingsway   Jul 2008   10 KC learners progress to Centre of HE               Director Enterprise and
offer higher-level progression to employees   Consulting Ltd                programmes                                            Innovation
in client organisations.                                                                                                          (Senior Management Team, KC
                                                                                                                                  Board)

                                              Head of Kingsway   Jul 2009   15 KC learners progress to Centre of HE               Director Enterprise and
                                              Consulting Ltd                programmes                                            Innovation
                                                                                                                                  (Senior Management Team, KC
                                                                                                                                  Board)

                                              Head of Kingsway   Jul 2010   20 KC learners progress to Centre of HE               Director Enterprise and
                                              Consulting Ltd                programmes                                            Innovation
                                                                                                                                  (Senior Management Team, KC
                                                                                                                                  Board)
Develop Enterprise and Innovation Centre      Director of        Jul 2008   Incorporate Enterprise and Innovation Centre within   Principal
by 2010                                       Enterprise and                the College’s Master plan
                                              Innovation
                                                                 Jul 2010   Establish the physical space of the Enterprise and    Principal
                                                                            Innovation Centre




                                                                                              77
ACTION / DEVELOPMENT PLAN FOR: 9.6 FINANCIAL HEALTH (KQ5)


AIM – 9.6.1 Maintain LSC Category a financial health status.

   Objective/Detailed Action Required                 Person            Target Date      Target Outcome or Performance Indicator to                   Monitoring/Reporting              Monitoring
                                                    Responsible                                    Evidence Achievement                            Arrangements (who/when?)      See Monitoring Scale Below
                                                                                                                                                                                Scale Number        Date
Maintain firm budgetary control
                                                  Director of           Jul 2008      Achievement of budgeted surplus or better by all            Monthly management accounts
                                                  Finance and Head                    income and expenditure codes meeting targets
                                                                        Jul 2009                                                                  Principal, F&GP and
                                                  of Finance
                                                                                                                                                  Corporation
                                                                        Jul 2010
Ensure only commercially viable activities
                                                  Principal, Director   Jul 2008      Meet national LSC success rate benchmark targets            Reports tabled at every SMT
are undertaken
                                                  of Finance and                      for all curricular areas to ensure that the College is      meeting
                                                                        Jul 2009
                                                  Head of MIS                         not forced to give up provision therefore maintaining
                                                                                                                                                  Senior Management Team and
                                                                        Jul 2010      LSC funding
                                                                                                                                                  Head of Schools
Maintain the ‘current ratio’ at a position well
                                                  Director of           Jul 2008      Ensuring that the total of current assets is greater        Monthly management accounts
above the minimum of 1.5:1 expected of a
                                                  Finance and Head                    than current liabilities on a ratio of 1.5:1 on a rolling
Category A College                                                      Jul 2009                                                                  Principal, F&GP and
                                                  of Finance                          monthly basis
                                                                                                                                                  Corporation
                                                                        Jul 2010
Ensure ‘sustainability (margin)’ represents at
                                                  Principal, Director   Jul 2008      Setting an annual budget in which the surplus               Monthly management accounts
least 1% of turnover in each year of the
                                                  of Finance                          (excess of income over expenditure) is a minimum of
strategy                                                                Jul 2009                                                                  F&GP and Corporation
                                                                                      1% of turnover
                                                                        Jul 2010
Set financial targets for all areas of the
                                                  Principal, Director   Jul 2008      Annual budget identifies all areas of income and            Monthly management accounts
business and take action on variances
                                                  of Finance                          expenditure after a consultative budgeting process,
                                                                        Jul 2009                                                                  F&GP and Corporation
                                                                                      which is approved by the Corporation before
                                                                        Jul 2010      submission to the LSC. Variances from the budgeted
                                                                                      targets are reported to SMT, F&GP and Corporation
                                                                                      on a monthly basis
Maintain the net worth of the College at
                                                  Principal, Director                 By achieving the budgeted surplus on an annual              Monthly management accounts
between £19,600K to £19,800K throughout
                                                  of Finance                          basis the net worth of the College will be increased to
the strategy period                                                                                                                               F&GP and Corporation
                                                                                      between £19,600K to £19,800K throughout the
                                                                                      strategy period
                                                                        Jul 2008      £19,600K
                                                                        Jul 2009      £19,700K
                                                                        Jul 2010      £19,800K
                                                                                                          78
AIM – 9.6.2 Increase diversification of income

   Objective/Detailed Action Required           Person           Target Date      Target Outcome or Performance Indicator to            Monitoring/Reporting                Monitoring
                                              Responsible                                   Evidence Achievement                     Arrangements (who/when?)        See Monitoring Scale Below
                                                                                                                                                                    Scale Number        Date
Fully exploit all LSC income streams (FE,
                                            Director of          Jul 2008      To grow FE, WBL and T2G and one off project          Senior Management Team,
WBL, TtG and one off projects)
                                            Enterprise and                     income by exploiting all available LSC initiatives   Board of Kingsway Consulting,
                                                                 Jul 2009
                                            Innovation/                        locally and nationally                               F&GP and Corporation
                                            Teaching and         Jul 2010
                                            Learning Directors
Increase HEFCE income by 25%
                                            Directors of T&L                   Increase on an annual basis HE student numbers       Senior Management Team,
                                            and Head of HE                     with the aim of achieving a 25-30% uplift on the     F&GP and Corporation
                                                                               2006/07 population through approved increases by
                                                                               HEFCE or through YHELLN or other funding
                                                                               initiatives

                                                                 Jul 2008      10% increase
                                                                 Jul 2009      10% increase
                                                                 Jul 2010      10% increase
Explore and develop alternative income
                                            Director of                        Develop a vision and strategy for employer           Senior Management Team,
streams
                                            Enterprise and                     engagement and workforce development.                F&GP and Corporation
                                            Innovation/
                                                                 Jul 2008      Increase Company profit by £50K to £750K
                                            Teaching and
                                            Learning Directors   Jul 2009      Increase Company profit by £50K to £800K
                                                                 Jul 2010      Increase Company profit by £50K to £850K




                                                                                                  79
ACTION / DEVELOPMENT PLAN FOR: 9.7 FINANCIAL CONTROL (KQ5)


AIM – 9.7.1 Ensure stringent control of financial activity

   Objective/Detailed Action Required           Person           Target Date      Target Outcome or Performance Indicator to                 Monitoring/Reporting              Monitoring
                                              Responsible                                   Evidence Achievement                          Arrangements (who/when?)      See Monitoring Scale Below
                                                                                                                                                                       Scale Number        Date
Further develop business systems to
                                            Head of Finance      Jul 2008      Goods received notes and e-mailing of remittance          Director of Finance
enhance control and monitoring of College
                                            and Head of MIS                    advices to suppliers
finances
Ensure Corporation, F&GP, SMT and others
                                            Director of          Jul 2008      Timely production of monthly management accounts          Monthly management accounts
are fully informed of College financial
                                            Finance and Head                   and associated reports
position                                                         Jul 2009                                                                Principal, F&GP and
                                            of Finance
                                                                                                                                         Corporation
                                                                 Jul 2010
Develop financial awareness of all
                                            Director of          Jul 2008      Regular delivery of financial awareness training to       Staff Development Unit and
stakeholders
                                            Finance and Head                   relevant NLC staff and Corporation members                Clerk to the Corporation
                                                                 Jul 2009
                                            of Finance
                                                                 Jul 2010
Adhere to NLC Internal Audit plan
                                            Various members      Jul 2008      To achieve “adequate and effective management,            Audit Committee and
                                            of Senior                          control and governance processes to manage its            Corporation
                                                                 Jul 2009
                                            Management                         achievement of the College’s objectives”
                                            Team and College     Jul 2010
                                            Management
                                            Team
Comply with LSC Regularity Audit
                                            Director of          Jul 2008      Compliance with the LSC requirement for the College       Audit Committee and
Framework
                                            Finance and Clerk                  to undertake an annual regularity audit via Baker Tilly   Corporation
                                                                 Jul 2009
                                            to the Corporation                 LLP
                                                                 Jul 2010
Maintain control over capital spend
                                            Principal and        Jul 2008      College capital spend is included in the budget and 3     Monthly management accounts
                                            Director of                        year forecasts produced by the College annually.
                                                                 Jul 2009                                                                Senior Management Team,
                                            Finance
                                                                                                                                         F&GP and Corporation
                                                                 Jul 2010




                                                                                                 80
AIM – 9.7.2 Ensure value for money in the deployment of the College’s financial resources

     Objective/Detailed                            Person         Target     Target Outcome or Performance Indicator to               Monitoring/Reporting     Monitoring
                                                 Responsible                           Evidence Achievement                             Arrangements          See Monitoring Scale
      Action Required                                              Date                                                                  (who/when?)                Below
                                                                                                                                                              Scale          Date
                                                                                                                                                             Number
Strengthen College purchasing policies by
                                                Head of Finance   Jul 2008   Working in conjunction with LSC Procurement team      Director of Finance
increasing relationships with purchasing
                                                and Purchasing               to achieve ‘smarter spending’ and cost efficiencies
consortia and further development of e-                           Jul 2009
                                                Officer
procurement
                                                                  Jul 2010
Bring ‘pay as a percentage of income’ in line
                                                Principal and     Jul 2008   Work towards bringing the College’s payroll           F&GP and Corporation
with national benchmarks
                                                Head of Finance              expenditure in line with the national benchmark as
                                                                  Jul 2009
                                                                             identified in the PFA audit report March 2007
                                                                  Jul 2010
Gain assurance of financial performance by
                                                Principal and     Jul 2008   Adopting and updating data produced by the ‘Tribal’   Senior Management Team,
carrying out regular financial benchmarking
                                                Head of Finance              exercise undertaken in late 2006 and other such       F&GP and Corporation
exercises                                                         Jul 2009
                                                                             information i.e. LSC regional and national annual
                                                                  Jul 2010   benchmark statistics




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