Hopwood Hall College STRATEGIC INTENTIONS 2012 – 2015
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Hopwood Hall College Strategic Intentions 2012 – 2015
CONTENTS Introduction and context . . . . . . . . . . . . . . . . . . . . 3 Our aims and priorities . . . . . . . . . . . . . . . . . . . . . . 8 1. High Quality, High Expectations . . . . . . . . 10 2. A thriving community . . . . . . . . . . . . . . . . . . . 12 3. An innovative offer . . . . . . . . . . . . . . . . . . . . . 14 4. Sound finances and resources . . . . . . . . . . 16 5. A 21st Century College . . . . . . . . . . . . . . . . . . 18 Key performance indicators . . . . . . . . . . . . . . . . 20
INTRODUCTION AND CONTEXT
The Corporation has reviewed the progress that has been made since 2009 against the targets set for: the improvement in quality of teaching and learning; increasing success rates; student recruitment and participation; development of our accommodation strategy; and achieving a stable financial base. It is our view that the ambitions set out Strategic Directions 2009 - 11 have been successful in establishing a sound base for the future development of the College.
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A good college Our Ofsted report in June 2011 judged that we are a good college. “This is a college where Learners make good progress across all levels and some make exceptional progress; this is a college with much good teaching and learning; partnerships are good; this an ambitious college with a strong sense of its strategic direction.�
Overall student success rates have increased by 10 percentage points over the last 4 years to put us in the top quartile of colleges in the country. Our learner enrolment base is strong. In the last three years we have also achieved significant financial surpluses and demonstrated our responsiveness to change. We are an ambitious college and in recent years we have proved that we are as good as anybody else. Now it is time to prove that we are one of the best colleges in the country.
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Adapt and change What is clear, however, is that ‘nothing stands still’ and the only thing we have to fear is complacency. We are aware of the need to continue to adapt and change in the ways that we have done very successfully in recent years. Our strategy is to respond, adapt and ensure that we continue to grow and develop whatever the external circumstances. That is why we are developing this new plan which considers the funding and policy changes that we need to anticipate, understand and master so that we can continue to achieve ambitious quality, participation and funding targets.
The key drivers of this change include the following developments and initiatives in addition to many other contributory factors: • Ofsted’s Annual Report and surveys
• Reviews of apprenticeships including subcontracting
• The White Paper: ‘The Importance of Teaching’
• DfE 16 – 19 programme of study
• The Education Bill 2011 • The Wolf Report
• Dynamic Nucleus – Colleges at the heart of their local communities
• Comprehensive Spending Review
• Rochdale Sustainable Community Strategy
• BIS ‘New Challenges, New Chances’
• Manchester City Deal
• Professionalism in FE review
Hopwood Hall College Strategic Intentions 2012 – 2015
This means that we will need to develop new courses and programmes to meet the needs of our different communities. We will also need to develop even more effective recruitment and student support practices to ensure that we continue to grow. We cannot afford to stand still in terms of the type of work we do and the Corporation’s strategy is to continue to grow our student numbers, by continuing to invest in the development of our staff and to radically transform the college’s ageing estate. We believe that we need to focus on the learner experience, create an environment where outstanding teaching and learning can develop, invest in our staff and in our estate. These are key to our future success. Clearly, one of the main reasons for our recent improvement has been the commitment and professionalism of our staff, and further investment in our human capital is as important as in our physical assets. We are an ambitious college rooted in our community, committed to developing all our learners thus allowing them to fulfil their potential. Our plan is to continue our progression to being an outstanding college in the heart of Rochdale and fulfil our mission to be the ‘dynamic nucleus’ of the community. Underlying all of this is a need to maintain our emphasis on teaching and learning and achieving high standards, and most importantly of all getting our students into jobs.
Derek O’Toole Principal
Robert Clegg Chair of the Corporation
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OUR AIMS AND PRIORITIES In reviewing our last plan we have refined our five strategic priorities to take into consideration the changing external environment and also our progress. The remainder of this top-level plan considers the way in which we can achieve our ambitions by identifying key indicators and progress measures.
Hopwood Hall College Strategic Intentions 2012 – 2015
Strategic Aims and Priorities
Strategic Intentions
By 2015, we aim to be an outstanding college that:
The strategic intentions of the college are expressed through the following five developmental strands:
• Delivers excellent teaching and learning that helps all our students reach their potential
1. High Quality, High Expectations
• Offers courses that attract students and meet the needs of individuals, employers and our community
2. A thriving community
• Achieves sustainable growth and meets our planned recruitment and income targets in our key markets
4. Sound finances and resources
3. An innovative offer 5. A 21st Century College
• Has an open and supportive community and culture, where students and staff feel valued and respected and enjoy working and learning together • Makes the best use of resources to deliver these strategic aims and priorities to ensure our financial stability and future growth
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1. High Quality, High Expectations We will deliver excellent teaching, learning and assessment that ensures that all our students reach their full potential.
We will: • Take positive actions to deliver high quality teaching, learning and assessment through appropriate staff development and resources • Have rigorous self-assessment and performance management processes that honestly evaluate our strengths and weaknesses. Have clear actions for improvement and sets high targets and expectations of individual and team performance • Focus on the development of e-learning to enhance the learning experience and improve the use and quality of resources • Invest in the training and development of our managers to improve their skills and abilities. • Deliver high quality, responsive and appropriate support services that contribute to an outstanding learning experience
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2. A thriving community We are committed to the nurturing of an open and supportive community and culture, where students and staff feel valued and respected and enjoy working and learning together.
Hopwood Hall College Strategic Intentions 2012 – 2015
We will: • Have effective mechanisms for staff, students and key stakeholders to express opinions, be listened to, contribute ideas and for their views to result in real change • Develop mechanisms to support innovation and creativity through collaborative working and a focus on continuous improvement • Positively promote a culture where equality and diversity are integrated and delivered in teaching and learning, support services and employment practices • Create an environment where all students and staff feel safe, protected and supported in achieving health and wellbeing • Invest in specific staff development programmes to develop and release the potential of our staff • Establish an outstanding workforce that is highly productive and well rewarded through effective performance management • Seek to generate consistently positive feedback from employees and use this to inform plans and developments
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3. An innovative offer Offer courses that attract students and meet the needs of individuals, employers and our community.
Hopwood Hall College Strategic Intentions 2012 – 2015
We will: • Use market intelligence and research effectively to ensure our courses are meeting our customer requirements • Ensure that all of our courses have progression routes into work or further training and provide learners with the opportunity to fulfil their career aspirations • Design and deliver courses for 16-19 year old learners that include vocational skills, employability skills, enterprise and entrepreneurial skills and the opportunity to retake GCSE English and Maths • Provide flexible ways for learners to attend and access our courses • Increase our apprenticeship offer • Increase the number of higher level and bespoke courses according to customer demand • Further develop and exploit our strong local, regional and national partnerships, collaborations and employer links to connect with our local community and develop new business opportunities
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4. Sound finances and resources To make the best use of resources to deliver these strategic aims and priorities to ensure our financial stability and future growth.
We will: • Generate sufficient income to fund achieve budget targets - 16-18s - Apprenticeships - Adult Skills • Deliver programmes to generate sufficient contribution to support the above - 40% Target - Monitor income and expenditure of new business units • Continue to seek ongoing efficiencies in all areas including class sizes and curriculum delivery • Introduce efficient labour-saving technologies where possible • Ensure that all areas of the College are highly productive alongside outstanding service levels • Monitor staff utilisation and manage any underutilisation accordingly • Continue to benchmark ourselves against the best in the sector • Establish a reward strategy to link with the new performance management system • Establish a new marketing strategy aimed at increasing income in priority sectors • Take measured and evaluated risks to encourage innovative approaches to new business opportunities • Reduce the proportion of our funding which we outsource to subcontractors • Ensure that the College becomes outstanding in all areas of financial management and control • Ensure that the College maintains healthy cash balances • Reduce short-term absence levels
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5. A 21st century college Developing the College’s estate and infrastructure so that we are amongst the best in the North-West. Ensuring that the College’s curriculum responds to the needs of the local community and employment market and further ensuring that the College staff can all deliver using new technologies and learning methods.
We will: • Continue to rejuvenate the College’s physical estate to an outstanding standard • Provide outstanding facilities for all our students and employees e.g. Learning Resource Centres, Sports Arena, classrooms, staffrooms, offices • Ensure that the College employs leading edge technologies, which are at the heart of our business and teaching systems • Develop new areas of the curriculum to meet the needs of our community e.g. Life Sciences • Further develop the College’s brand to establish a reputation for high quality and innovation • Share services with partners where possible to reduce costs, share expertise and improve flexibility. • Contribute to improvements to the health and wellbeing of the College community • Further develop the College’s use of new media e.g. social networking, for recruitment purposes.
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KEY PERFORMANCE INDICATORS
2010/11 2011/12 Actual
2012/13
2013/14
2014/15
Enrolment 16 – 18s
2741
2666
2750
2800
2850
Apprenticeships
343
729
1298
1500
1750
£6.6m
£6.6m
£6.6m
£6.6m
£6.6m
15.3
15.3
16
16.5
17
Curriculum Efficiency
100%
107%
110%
112%
112%
Operational Surplus / Deficit
£716k
£1.5m
£1m
£1m
£1m
FMCE rating
Good
Outstanding
N/A
N/A
N/A
Cash Balance
£3m
£5.3m
£3m
£3m
£3m
Staff Absence
3.7%
N/A
3%
2.75%
2.5%
Staff Satisfaction
78%
88%
89%
90%
90%
Adult Skills Funding Average Class Size
Hopwood Hall College Strategic Intentions 2012 – 2015
2010/11
2011/12
2012/13 (Forecast)
2013/14 (Forecast)
2014/15 (Forecast)
Success Rates (All)
84%
86%
87%
88%
89%
Success Rates (Long)
82%
84%
85%
87%
88%
Success Rates (All) (16-18)
84%
86%
88%
89%
90%
Success Rates (Long) (16-18)
83%
84%
86%
87%
88%
Success Rates (All) (19+)
83%
85%
87%
88%
89%
Success Rates (Long) (19+)
81%
83%
85%
86%
87%
% of good or better lessons
82%
85%
87%
89%
91%
Success Rates (Overall) Apprenticeships (16-18)
64.2%
78%
80%
82%
83%
Success Rates (Overall) Apprenticeships (19+)
77%
82%
84%
86%
87%
Learner Satisfaction (1 poor and 10 excellent)
-
8.3
8.5
8.7
8.8
Employer Satisfaction (1 poor and 10 excellent)
-
8.3
8.5
8.7
8.8
Learner Destination (learners who progress to a higher level or employment)
-
86%
88%
89%
90%
Good
Good
Outstanding
Outstanding
Outstanding
Overall SAR grade
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Middleton Campus Rochdale Road, Middleton M24 6XH t: 0161 643 7560 e: enquiries@hopwood.ac.uk
Rochdale Campus St. Mary’s Gate, Rochdale OL12 6RY t: 01706 345346 e: enquiries@hopwood.ac.uk
www.hopwood.ac.uk