Middlesbrough College Strategic Plan 2020 - 2023
Our values
Take Responsibility Aim High Respect Others
Our vision
To be an outstanding provider of education and training, which improves educational outcomes, employment prospects and lifetime opportunities for our students.
Work Hard Do What’s Right Challenge Yourself Take Pride
External environment Since 2015 Middlesbrough College has had a technical and professional bias, in direct response to our local labour market needs below. Employment Growth
Higher Productivity & Higher Job Growth
Health And Social Care Culture & Leisure
Professional & Business Services
Engineering Services
Larger than average:
Construction
Higher Education
Logistics
Advanced Manufacturing
Public Administration & Education
2 0 1 9
• Health care
Digital & Creative
Retail
• Education
• Advanced Manufacturing
Process, Chemical & Energy Biologies
Increasing Productivity
Tees Valley is the most deprived area for income deprivation affecting children
• Construction
29.6% of the Tees Valley working age population are qualified to at least a Level 4, compared to 40.3% nationally
11% of the Tees Valley working age population have OUR CONTEXT no qualifications, compared to 7.7% nationally
Tees Valley is the 2nd most deprived LEP area in England
Demographics - Local 16 year olds Demographics
- Local 16 year olds
2,800 2,600 2,400 2,200 2,000 1,800 1,600 1,400 1,200 1,000 18/19
19/20
20/21
Middlesbrough
21/22
22/23
23/24
Redcar and Cleveland
COVID-19
24/25
25/26
26/27
27/28
Stockton-on-Tees
BREXIT
Tees Valley is the most deprived area for income deprivation affecting children DEVOLUTION index AND LEVELLING UP Tees Valley is thePlan 2nd most deprived Middlesbrough College Strategic 2020 - 2023
LEP area in England
Strategic Plan 2020-2023 Our Mission To provide education and skills that enhance the region’s economic and social prosperity.
Mission
Support our employers with their workforce development needs.
One Community Provide a safe, welcoming, inclusive and supportive environment for our community.
One Team Attract, develop and retain a highly skilled, value driven and passionate team of staff.
Organisational Resilience Maintain financial and regulatory stability.
O pa NE V al r. n r O rtn e e I ext r off ers CE - W r u o ork closely with sha ou ng ping i t p policy and ada
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G IN RN EA DL AN
TE AC HI NG
Ensure students achieve their full potential through outstanding teaching & learning
One Commitment
NG HI AC TE
OU TS TA ND IN G
One Ambition
G IN ND TA TS OU
AN DL EA RN IN G
To provide education and skills that enhance the region’s economic & social prosperity.
One Ambition
One Commitment
To provide a learning environment that delivers outstanding teaching and assessment which enables our students to achieve the best possible outcomes they can and allows them to progress on to their next steps in education, training or employment.
To develop progressive partnerships with employers, which develop the talent and skills of their current and future workforce, creating a competitive edge and increased productivity for their business.
We will:
We will:
•
Deliver outstanding teaching, learning and assessment at all times –with a particular emphasis on enhancing our digital learning
•
Develop innovative and bespoke workforce development solutions for employers, to enhance their business growth and productivity
•
Ensure all students achieve their full potential and make significant progress from their starting point
•
•
Ensure positive progression rates between levels and to higher education, apprenticeships, sustained employment, self-employment or career enhancement
Where there is employer demand, develop and expand our apprenticeship offer to create a full and comprehensive workforce development offer
•
•
Provide added value to all our students, by developing their skills, behaviours, competencies and entrepreneurial skills which prepares them for life and employment
Work with employers to ensure that all apprentices develop high quality knowledge, skills and behaviours which will help contribute to increased business productivity
•
Support the development and expansion of our high value industries and companies looking to invest in the Tees Valley
•
Develop the literacy, numeracy and digital skills of all our students to increase their life chances
•
Actively support the STEM agenda across all levels of the Education system
•
Develop innovative digital technologies and highly skilled digitally competent staff, who support excellent online learning
•
Lead and participate in regional skills partnerships
•
Expand our engagement with employers and adapt our curriculum design and delivery in response
•
Ensure all Study Programme students are provided with high quality meaningful work experience, including expanding our T Level industry placements
•
Ensure high levels of employer satisfaction
•
Ensure high student satisfaction rates on all programmes
Middlesbrough College Strategic Plan 2020 - 2023
One Community
One Team
To welcome diversity and create an environment in which students and staff are safe, supported and develop as people, providing a student experience which is responsive to their views.
To attract, develop and retain a highly skilled workforce who provide an excellent, stable and innovative learning environment, demonstrating our core values at all times.
We will:
We will:
•
•
Continually foster a ‘one team’ culture based on a common set of goals, values and equality for all
•
Ensure continued commitment and provide high quality, integrated and timely student learning support services for those with learning difficulties and disabilities, language barriers and mental health issues
Maximise the potential, talent and performance of our staff through effective leadership, support, resourcing, training and development – with specific focus on digital competencies
•
Provide a supportive, positive and disciplined environment where students, staff and visitors are welcome, safe, valued and respected
Adopt a workforce plan which addresses skills shortage areas, BAME representation, expands apprenticeships and develops succession plans for key roles
•
Provide outstanding information, advice, guidance and support that meets the needs of all students and prospective students through a supportive transitional strategy
Ensure we demonstrate the highest standards of customer service and expect the highest standards of our students at all times
•
Listen carefully to staff and respond to suggestions to improve the College and its service to students, employers and the wider community
•
Ensure our staff sickness and turnover levels remain below national rates
•
Promote a culture that recognises and celebrates achievement
•
Support the physical and mental wellbeing of our workforce through a culture of openness and support
•
•
•
•
Actively promote and embed equality of opportunity and celebrate diversity in our community and ensure that all students are given a fair and equal opportunity to an outstanding student experience
Create a culture of safeguarding and vigilance that ensures personal safety is always the highest priority and that all statutory duties in relation to safeguarding are met
•
Listen carefully to the student voice and respond swiftly in order to provide the best possible student experience
•
Provide a vibrant enrichment and tutorial offer which complements our curriculum and enhances personal development, promoting positive citizenship
•
Support and enrich the social, cultural, economic, sustainable and physical well-being of our community
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Organisational Resilience
One Voice
To deliver our strategy through strong financial stability, enabling continued investment in our assets and resources.
To engage positively with stakeholders, allowing us to influence and swiftly enact skills policy, working in partnership with like-minded organisations that share our values and commitment.
We will:
We will:
•
Ensure strong financial stability and meet bank covenants and ESFA health ratings at all times
•
•
Increase investment in our IT systems and infrastructure, and continue our campus development plans to maintain an outstanding, state of the art learning environment – across all sites
Listen closely and be advised by our stakeholders, and respond swiftly to the priorities identified by national government and by the Tees Valley Combined Authority in the Strategic Economic Plan 2016-2026
•
Use our experience and knowledge to actively influence skills policy at both a national and local level and be proactive in our implementation of these policies
•
Work collaboratively with like-minded organisations who share our values and commitment to the local community and economy
•
Work closely with schools to ensure positive progression rates
•
Work closely with employers and employer representative organisations to strengthen the links between education and employment, using labour market intelligence to inform and shape our curriculum offer
•
Strengthen our partnership with the Open University, Pearson Education and our partners in the North East Institute of Technology – enhancing our flexible and affordable higher level offer.
•
Develop close partnerships with charities, community groups, job centres and other agencies who can support our students to succeed
•
Listen and respond to our students, parents/guardians and other stakeholders to improve our education offer and experience
•
Open our facilities for community and charity use
•
Ensure we at least retain our current market share of school leavers across our 3 key catchment boroughs
•
Actively prepare for future demographic growth, whilst maximising other growth opportunities that have a positive impact on learners, employers and the local community
•
Provide a forum which regularly assesses, monitors and manages risk
•
Ensure adequate arrangements are in place to safeguard our reputation and to ensure continuity of our business
•
Ensure our governing body maintains a broad range of skills and experience, able to set and review our strategic plan with objectivity and ‘value driven’ decision making and provide appropriate levels of challenge and support to ensure its delivery
Middlesbrough College Strategic Plan 2020 - 2023
Financial Plan 2021-2023 Income and Expenditure
2018
2020
2023
Income
£41.53m
£42.4m
£48.54m*
Pay
£23.45m
£24.02m
£28.59m
Non Pay
£13.17m
£12.79m
£15.15m
Depreciation and Interest
£4.58m
£3.59m
£3.83m
One Off Costs
£0.22m
£0.30m
£0.13m
Operating Surplus / (Deficit)
£0.11m
£1.72m
£0.84m
EBITDA
£3.25m
£3.82m
£3.60m
2018
2020
2023
Fixed Assets
£79.18m
£71.92m
£66.40m
Net Current Assets
(£1.0m)
£3.03m
£1.69m
Borrowing
£17.74m
£11.96m
£10.06m
Reserves
£15.0m
£17.7m
£18m
Cash At Bank
£2.01m
£3.05m
£3.12m
Satisfactory
Outstanding
Good
Balance Sheet
Financial Health
*Includes full year TTE income, demographic growth and COVID commercial income returns.
“We must use our financial strength to invest in our staff, campus and digital infrastructure to ensure we meet the skills needs of our local industrial strategy and to ensure that we can serve the growing number of school leavers in Middlesbrough and the surrounding area – whilst always maintaining our financial stability.” Middlesbrough College Governing Body, July 2020
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Middlesbrough College Strategic Plan 2020 - 2023
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Investment Priorities £20m Campus Investment Programme • Deliver our Institute of Technology to create a University centre and experience • Deliver our T level campus developments to create a specialist digital centre and construction centre on campus • Invest in TTE facilities to secure a long term future • Enhance our external campus welcome zone whilst creating a social and events space. £4m Digital Investment Programme • Digitise our campus including revolutionary teaching and learning • Promote agile working for staff and students • Invest in interactive and portable platforms which display relevant information for students, parents and staff • Implement a new CRM to enhance our employer engagement experience • Automate our employee management processes
Risks
Key external risks to us achieving our strategic plan:
One Ambition
One Commitment
One Community
COVID impact on apprenticeships employment & school leaver grades.
A weak economy limits our ability to secure apprentice and industry placements.
COVID impact on health and safety and increasing mental health support.
One Team
Organisational Resilience
One Voice
Lack of parity of FE pay with schools and universities.
Further government austerity following COVID financial support.
FE White Paper highlights the conflict between national and local skills policy.
Middlesbrough College Strategic Plan 2020 - 2023
KPIs
Overarching aim: to self-assess as an outstanding provider by 2023.
Â
19/20 Performance
One Ambition
National Rates
2023 Target
16 -18 Year Olds - Study Programmes Timely Achievement Rate % (FE 16-18)
90%
82.8
>90
English Progress Measure
>0.15
0
>0.1
Maths Progress Measure
>0.11
0
>0.1
DfE A Level Value Added Score
0.2
0
0.25
Level 3 Progress
0.2
0
0.25
Level 2 Progress
0.1
0
0.25
93.0
90
>95
85.8
80.3
86
Award Achievement Rate (%)
96.0
93.6
96
Basic Skills Maths and English Achievement Rate (%)
88.6
79.3
85
Certificate Achievement Rate (%)
89.0
91.8
93
Diploma Achievement Rate (%)
87.0
82.8
87
Teaching Learning Satisfaction (FE Induction) (%) Adults Access to HE Achievement Rate (%)
ESOL Achievement Rate (%)
93.0
90.7
93
GCSE Maths and English Achievement Rate (%)
88.6
79.4
85
Other Non-Regulated Achievement Rate (%)
95.0
90.5
95
Other Regulated Achievement Rate (%)
98.4
89.4
95
QCF Achievement Rate (%)
86.4
97.6
98
72.0
68.7
>75
70.0
59.6
>75
88.0
n/a
>85
93
n/a
>95
98.7
n/a
100
T Level work experience (no)
350
n/a
600
Employer Satisfaction (QDP Annual Survey) (%)
98.0
92
>95
Positive Destinations (Apprentices) (%)
95
n/a
>95
Positive Destinations (Full-time FE) of known Leavers (%)
97
n/a
>95
Positive Destinations (Part-time FE) (%)
92
n/a
>95
Apprenticeships Overall Achievement Rate (%) (Apprentices) Timely Achievement Rate (%) (Apprentices)
Higher Education Achievement Rate (%) (HE) Employment/Further Study (%) (HE)
One Commitment Study Programme Work Experience Target (%)
One Community Overall Student Satisfaction Exit Survey (FE - QDP) (%)
91
91
>92
Overall Student Satisfaction Apprentices (%)
93
89
>92
93.7
84
>92
3.0
<3
Overall Student Satisfaction HE (NSS) (%)
One Team Staff Sickness (%) *COVID impact
2.0*
Staff satisfaction levels (%)
89
77
>90
Staff Turnover (%)
8.9
21.2
<9
BME Staff (%)
5.8
n/a
>7
Apprenticeships % of workforce
1.7
n/a
>2.3
32.3
>48
Organisational Resilience Turnover EBITDA ÂŁm
42.4 3.82
1.62
>3
Outstanding
n/a
Good
Bank Covenants
Met
n/a
Met
Class Size
14.1
n/a
>16
Financial Health Grade
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Middlesbrough College Strategic Plan 2020 - 2023
Public Value Statement Middlesbrough College is committed to adding value to the social, economic and physical well-being of the local community it serves. We are committed to raising aspiration, increasing opportunity and providing a foundation for sustainable economic growth and prosperity. Central to our responsibility is our work with partner organisations and our obligation to enrich the social, cultural, economic and physical well-being of our whole community. In practice, this means we are ready, willing and able to respond to the needs of our community whatever and wherever they may be. In making this commitment we may be challenged to work in new ways and, at times, our own capability or capacity may be tested. We are nevertheless determined to devote ourselves to, and measure ourselves against, this endeavour.
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Curriculum Development Priorities School Leavers • • • • • • •
Respond positively to qualification reforms Expand T levels and work placements Expand and enhance our digital courses linked to skills shortage areas Ensure high quality on line delivery Secure the NHS workforce of the future hub Improve our transition work for school leavers and enhance our in-year re-engagement offer to reduce NEETs Develop a partnership with World Skills UK to enhance our practices and embed world class competencies and standards
Adults • • • •
Support the TVCA skills priorities including expanding our own sector skills academies and supporting the Tees works skills academy Deliver the new National Skills Fund and reform our offer for lifelong learning Expand community learning including digital entitlement training Expand our evening and on line offer to fit around work and family
Apprenticeships • •
Continue to expand our apprenticeships offer in skills shortage areas and in particular at the higher levels Expand our work with levy paying employers
High Needs Students •
Extend supported internships and adapt our personalised learning offer
Higher Education •
Meet the growth targets set out in the NE Institute of Technology partnership
Commercial / International • •
Retain existing and expand new international clients – providing an on-site and on-line high quality technical offer, exploiting cross selling opportunities Expand our commercial course offer, particularly in skills shortage areas
Middlesbrough College Strategic Plan 2020 - 2023
Middlesbrough College Dock Street Middlesbrough TS2 1AD Tel. 01642 333333 Web. www.mbro.ac.uk