Notes: Please note that this version of the strategic plan is missing three important elements as they are still under construction: 1. The forward and overview to contain Mission, Vision and Values 2. Financial Plans and performance management 3. Re-development appendix to detail work done thus far on development options
1. To maintain and extend outstanding teaching, learning and achievements that fully meets the needs of learners through a process of innovation which is embedded within a culture of continuous review and improvement Each student has an individual learning plan based on person centred planning principles linked to specific goals and targets. A key theme emerging from person centred plans is the need to develop communication. This is delivered through a curriculum that blends: - Creative Arts - Personal Development - Skills For Life (Literacy, Numeracy, Communication & ICT) Student progress is rigorously monitored and its impact measured through a comprehensive Management Information System. Key Performance Indicators 2010-11: 2011-12: 2012-13: 2013-14: 2014-15:
Key Deliverables to achieve the Objective: •
Regularly review the Beaumont curriculum framework and needs analysis to match provision
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Equality and diversity is celebrated within the curriculum, is robustly checked through impact measures and evidenced in teaching and learning.
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Evidence robust achievements in personal development through the engagement of the support team with learners
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Produce a role profile, standards and development plan for each job description (to be reviewed alongside curriculum innovation)
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Optimise the learning environment to maximise achievement
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Achievement is monitored and reviewed to ensure outstanding outcomes for learners
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The trans-disciplinary team utilise cutting edge, innovative technology to maximise learning, develop its reputation within the local authority and remain ahead of the competitors in its delivery
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Set and monitor individualized challenging goals and targets in areas of assessed learner need
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Refinement of the existing Management Information System to ensure it is capable of generating high quality information to support decision making in curriculum development and to demonstrate robust achievements
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Learners voice is at the centre of curriculum innovation and they are provided with opportunities to regularly evaluate curriculum provision and their feedback accurately informs curriculum innovation
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Learners achieve robust, real and relevant destinations that are clearly linked to Aim of Placement
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Maximise opportunities for social inclusion, participation and community access
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Optimise curriculum links with feeder schools to ensure security of future referrals
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Maximise opportunities for learners to access relevant accreditation that sits within Foundation Learning
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There is a culture of engagement by all teams to use trans-disciplinary working practices in daily practice to maximise engagement, participation and learning for each learner
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Continuous development of innovative teaching and practice based on observation, coaching, training and action research
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Access high quality training that is responsive to specialist learner need and curriculum innovation
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Access ongoing peer referencing networks that support curriculum improvement and innovation
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High quality supervision, appraisal, coaching and training promotes outstanding practice and succession planning
Risks:•
If the curriculum doesn’t meet Foundation Learning the college will fail to secure funding to attract and retain learners
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The college is perceived by some stakeholders as a creative arts college only and if training of some staff teams and raising of awareness of some stakeholders does not take place then the college will fail to attract and retain learners
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The college buildings continue to have an adverse affect on strategic curriculum innovation and operational delivery
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Key staff leaving will have a high impact as they are so specialised it would be difficult to replace them or would be at high cost to the business to attract suitably qualified candidates, succession planning is not sufficiently developed
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If the development of diversification if not strategically managed effectively it could water down the outstanding provision within the core business and put maintaining its outstanding Ofsted at risk
2. To become an Exemplar Provider of ICLT Beaumont College is now a recognised as a ‘Participating Exemplar Provider’ by BECTA. The College has developed a robust corporate level network. This is being leveraged to deliver the next generation of IT services to the College. The College has an IT and Assistive Technology support service designed to enable learners to achieve their maximum potential and provide staff with the tools they need to support learners. Working with the inter disciplinary team the Technology Department will support the learners use of communication and assistive technology across the College. Key Performance Indicators 2010/11: Knowledge developed within the ‘Wheeltop Project’ is applied to the ‘Digital Visions Technological Futures’ project and to a number of clients within the Scope Inclusion NW service. 2011/12: Vast majority of back end / server systems are virtualised / backup systems are reviewed in line with this 2012/13: All rich Web services (to include e-portfolio, blogs, Intranet) are fully accessible and learner focussed 2013/14: Establish a functional link between all Learner data sources – MIS, File system, e-portfolio, video database etc in a streamlined way to better illustrate the Learner Journey. 2014/15: As part of the redevelopment project, implement a ‘Smart Building’ concept to introduce ‘next generation’ Environmental Control Systems in either a: a. Total rebuild scenario, or b. Retrofit and upgrade of existing buildings Key Deliverables to achieve the Objective: •
Provide help desk/support service to respond to the needs of learners and staff (RS/Tech Team)
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Roll out Computer / server replacement project to ensure all equipment is functional and fit for purpose (RS/Tech Team)
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Provide appropriate access equipment for all learners in conjunction with teaching and communication staff and respond to curriculum changes (JM/RS/LH/TM/COM)
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Development of teaching technologies plan (to include IT, assistive technology and Theatre Technology) between technology and curriculum staff to ensure staff have the tools and systems to support the curriculum (JM/RS/LH)
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Ensure that our use of ‘Mainstream’ IT systems is exemplary within our sector. Ensure back end systems meet the needs of the college and that as many single points of failure are removed to provide a robust and reliable IT service (RS/JC/LP)
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Implement effective use of IT to reduce waste, promote efficiency and reduce environmental impact (ALL)
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Embed the use of the Management Information System to track learner progress and manage all learner data to provide a basis for intelligent decision making. (ALL Support dev)
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Develop existing pilot of EAT/ECS/access management system using the current building as a test bed for later implementation in a new build or rebuild (? – GP
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Develop a staff training program to meet the IT skills needs of all Beaumont College staff and develop a VLE (Virtual Learning Environment) platform to improve the availability of learning materials (JM/JS)
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Develop the work begun in the Wheeltop Project to allow Beaumont College / Scope to bid for next generation communication service tenders from commissioning authorities. Develop the Digital Visions Technological Futures project and develop links with Scope Inclusion North West- (RS/LH/TM/JS)
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Develop the internal capacity to support the ongoing diversification of Beaumont College and Scope Inclusion Northwest in order to support remote workers, remote sites and federated satellite services (RS/JC/LP)
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Deliver ‘Next Generation’ IT systems such as web based e-portfolios, Alumni update service, a VLE for staff training purposes and provide dynamic remote access to services (All Tech Team)
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Lead use of assistive technology via a collaboration between industry, academia and education to create cutting edge solutions for learners (All Tech Team)
Risks:•
Succession planning does not meet the exigence of the service
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Key staff leaving will reduce ability to deliver on planned work
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Systems develop beyond supportability
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Server virtualisation systems require a large setup cost which is hard to absorb in one year, (before delivering cost savings over their lifetime) so the implementation of a second system to mirror that recently purchased may be difficult
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Short term blocking to planned spending will impact on the whole project as not maintaining a rolling program of replacing equipment will mean that in a worst case scenario vital equipment may fail catastrophically and will certainly mean that this cost will be deferred into future year’s spending
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Maintaining an IT and paper based system leads to duplication and confusion
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Supporting additional sites may put a strain on the core service if not resourced appropriately
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Resistance by the workforce to make transition from a paper to electronic system
3. Promoting Equality and Diversity in all aspects of the work of the College Beaumont College has an environment that recognises that everyone has a contribution to make and that services can be improved by harnessing the skills and contribution from all sectors of the workforce and community. This means modelling diversity in practice which will enable us to foster an environment where difference is welcome and contribution is recognised resulting in equality of opportunity for all learners and staff. Key Performance Indicator 2010/11: To be fully compliant with the equalities Act 2010 and to retain outstanding grade in Ofsted inspections 2009/10: To fully meet compliance with Disability Discrimination Act Part 4 2001, RRAA 2000 & Gender Equality Duty 2007 ensuring objectives are implemented Key Deliverables to achieve the Objective: Create an inclusive space for the Beaumont community that goes beyond legislation framework and actively promotes diversity High profile and effective Equality and Diversity Group Action Plans & Schemes in place for Race, Disability, and Gender Equality and working towards full compliance with Single Equality Scheme. Employment monitoring and reports completed and published Positively promote diversity in all teaching & training, including resources Provide high quality Equality & Diversity training using a variety of sources for staff at induction and during regular updates To assess all new policies and changes to existing policies for negative impact on people from all equality strands To promote equality and diversity proactively by using lawful positive action to provide opportunities to achieve increase in numbers of BME staff and students Raise the profile of the Equality & Diversity group and have more engagement in community issues relating to E & D (e.g. Disability Hate Crime etc). Participate in ensuring Beaumont College is an environment where disabled people want to work and where disabled staff feel supported and valued. To make equality and diversity more accessible to students in order to support them to become more engaged in how this affects them and the learning community they are part of. Risks:-
ď ś Failure to comply with legislation and regulations leads to loss of reputation, loss of credibility and closure ď ś Failure to comply with legislation leads to Employment Tribunals
4. To provide outstanding support for learners The College currently is graded as Excellent by CQC and Ofsted. The objective is to retain that grading and demonstrate continuously, sustainable improvement of service through delivery against the quality improvement plan. To ensure effective support for learners across all services by a well qualified workforce. Key Performance Indicator: 2010-11: Maintain “excellent” & “outstanding” grades validated by CQC & Ofsted and expand this into further provision by inclusion of diversified service provision into all College systems 2011-12: 2012-13: 2013-14: 2014-15: Key Deliverables to achieve the Objective: •
Embed structured practice checking including Observation of Teaching and Learning and ensure it embraces regulatory and performance enhancing legislation within all service provision
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Ensure all staff receive structured, quality supervision, appraisal and training including continuing professional development (CPD) in order to appropriate qualification to progress the provision of high quality delivery designed to facilitate learning within a range of settings and service provision
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Identify improvements within physical, human and financial resource allocation to ensure effective, sustainable and consistent delivery of support across all aspects of provision
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Develop best practice in delivering; control, choice and decision making and embed opportunities for increased levels of independence for learners within a risk management framework via detailed implementation of recent relevant legislation and continued assessment of impact
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Develop the Management Information System to provide framework for: assessment processes; programme implementation; evaluation and outcome of progress and achievement; diverse service provision and is accessible by all staff
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Asses and ensure compliance with legislative and regulatory requirements of the H &SC Act 2008.
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Promote learner voice across all service provision to drive forward change
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Continue to promote transdisciplinary team working designed to enhance learner assessment, programme implementation, review, evaluation of progress and reporting within all areas of provision
Risks:• • •
Complexity of learner needs present continuous high risk. If risk assessment does not identify key hazards this could lead to prosecution, loss of reputation and credibility Budgetary constraints due to changing funding legislation could reduce quantity and quality of support available Dilution of services that support assessment, programme implementation and delivery reduces quality of provision
5. Maintain a safe and healthy service The College has developed Health and Safety systems and practice to a level that has achieved high recognition from external regulatory bodies. The strategic challenge is to ensure that the implementation of systems allows learners to take managed risks in support of their developing independence. The College has a strong reputation in Adult and Child Safeguarding and Protection with both regulatory and advisory agencies. Increased levels of community participation will require more sophisticated risk management to safely maximise personal autonomy. Key Performance Indicators 2010-11: Maintain standard of “excellence” on health & safety with, CQC, OFSTED, LA, s. Maintain standard of “excellence” on safeguarding and complaints standards with CQC and LSC inspection and audits team 2011-12: 2012-13: 2013-14: 2014-15: Key Deliverables to achieve the Objective: •
To maintain a high standard of Health & Safety across all services that is verified by regulatory bodies and continue to take appropriate and effective action regarding all incidents/concerns
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Learner documentation incorporates all aspects of learner risk
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Maintain policy, procedures, training schedules including annual Health and Safety Training that fully comply with legislative and organisational requirements
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Ensure all safeguarding concerns are investigated in line with organisational and legislative requirements and any outcome informs learning and future practice
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To incorporate effective monitoring systems to keep up to date with current practice, legislation and identify any trends within the service and take appropriate action
Risks:•
Failure to keep up with changing legislative landscape and general public and regulatory expectations
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An anomalous individual incident could result in loss of reputation, closure and/or prosecution
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A serious protection issue could bring the College into disrepute
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The emphasis on working protectively could deflect attention away from ‘straightforward’ protection management
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Emphasis upon risk management has the ability to create a risk adverse culture that denies students valuable learning opportunity and personal rights.
6. Recruit, develop and maintain an effective workforce Service Provision has a culture of high investment and commitment to staff development, leading to a highly qualified, highly skilled and motivated workforce. Further development of internal training and accreditation will support the process of staff development while reducing cost to the service. The team will develop internal capacity to generate income and facilitate the capacity of the organisation to influence local educational networks
Key Performance Indicators 2010/2011 – 100% teaching staff holding minimum PTLLS. 100% learning support staff holding Learning Support Certificate Level 3.65% Support Staff holding NVQ level 2 in Health & Social Care. 100% staff undergoing induction within 3 months of commencing employment. Key Deliverables to achieve the Objective: All training, including induction & foundation training, training days and training weeks, planned and delivered to a high standard in order to meet: learner assessed needs; staff continuing professional development and diversification requirements Fully embedded programme of observation of teaching and learning of staff training sessions that ensures consistent, high quality provision in place CPD requirements met in line with IfL, CQC & professional body expectations of staff via staff applications and management requests and evaluated via staff appraisal Staff audited for training requirements, including targeting specific staff for level 2 Skills for Life qualifications Managers receive appropriate training to ensure that they are able to identify potential training requirements of staff and to be able to provide high quality leadership to staff Learning Support Certificate Level 3 & LDQ course delivered to staff Staff training & development budget monitored to ensure value for money and appropriate expenditure Build External training arm to achieve £15,000 income (including LWDP ) Prior to employment by the service all prospective staff will comply with Scope Human Resource Policy regarding initial checks for example; ID, the right to work in the UK, CRB, this will be monitored via HR Department. Fair and equitable recruitment policy in line with Equality & Diversity legislation which complies with Impact Assessment Ensure supervision and appraisal policy is consistently implemented and monitored across all service provision
Sickness absence is monitored and managed effectively Risks: If statutory qualifications and registration targets are not met it could result in loss of reputation, closure and/or prosecution Failure to train the staff adequately could result in Health & Safety implications and poor quality delivery to service users Succession planning in some areas of college activity is insufficient should key personnel leave The cost of covering sickness absence affects service financial resource and learner provision
7. Improve the college’s financial health through efficiency and diversification The finance systems and controls provide effective financial management and ensure efficient use of resources to provide value for money and therefore ensuring sustainability. The performance target addresses the strategic desire to achieve full cost recovery; a result of ‘good’ in the FMCE (Financial Management Control Evaluation). The efficient management of budgets & resources to deliver the most effective service possible. The leadership has identified sustainable business opportunities which will provide additional income to ensure Financial Health. Key Performance Indicator 2010/15: To achieve a break even income and expenditure account. Key Deliverables to achieve the Objective: •
Efficient management of budgets across college including control of sourcing, procurement and deployment of resources
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Ensure a healthy cash flow through timely collection of fees and other monies due to the college
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Consistent and accurate use of the Scope Accounting MIS processes to ensure clean audit reports.
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Identify and exploit emergent funding opportunities
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Engage with key stakeholders to ensure continuing development of regional services.
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Maintain the ‘outstanding’ FMCE grade
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Plan and develop systems to ensure that the budget is correctly managed and monitored at the Regional Centres
Risks:•
LA stop paying or cut funding
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LA delay funding payments creating cash flow problems
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Transition to the LA regime may result in a change to the funding model
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A change in government results in a change in expected funding opportunities
8. Diversification to grow portfolio of services across the North West Beaumont College is committed to the development of a sustainable range of usercentred services to facilitate the College’s Mission and to promote the equality disabled people. These include: - Scope Inclusion NW - Community Based Learning - Project Steward (BT Wheeltop) - Aiming High for Disabled Children - Training Services This increased portfolio of services will be economically viable and contribute to the sustainability of the service overall. Key Performance Indicator 2010/11: Increase in customer base for SINW to 30; Increase number of supported independent living dwellings to 3; Increased presence in Burnley and one other area; Community based learning opportunities found and evidenced; Key Deliverables to achieve the Objective: To provide support services to children and young people in their own homes using an inclusion workforce based on Beaumont College principles To maintain compliance with statutory bodies and aspire to achieve an excellent inspection grade with CQC. In addition to gain preferred provider status with Lancashire County Council. Develop independent living services to support Beaumont College graduates and young people to access and live in the community Seek to develop a range of services that would meet the lifelong learning aspirations of people with complex disabilities Ensure the Service is set up to be economically viable and contribute to the sustainability of the Service overall Deliver full service provision on the Aiming High for Disabled Children (AHDC) contracts Continue to develop partnership working to achieve positive results in AHDC contracts Maintain a well trained and qualified workforce Identify and utilize emergent funding opportunities Seek opportunities to develop service provision in other locations of the North West of England
Raise the profile of Beaumont College’s training offer to increase external customer base
Risks: Insufficient growth or growth too rapid resulting in a service that is only adequate Poor CQC or not achieving preferred provider status resulting in inability to attract customers and loss of income Staff not trained or not following Beaumont principles resulting in provision that does not meet the aims and objectives of the service Losing sight of aims and objectives will result in delivering just a domiciliary care service which will limit lifelong learning opportunities Not fulfilling AHDC contracts will result in a loss of reputation with LCC Inadequate service portfolio could limit number of young people and their families choosing BC Slow or no growth could result in SINW relying on the core service to supplement it financially. This will impact on the financial position of the core service. Inability to raise the profile of the workforce development training offer will limit the customer base and reduce possible income