VISION
South Lanarkshire College Strategic Plan
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INTRODUCTION
Our 2014-2020 Strategic Plan has been developed to link with requirements for future education and training to develop the economy, the Scottish Funding Council Regional Outcome agreement process, Scottish Government priorities and national arrangements for quality assurance and improvement. Our plan covers a six-year period. However, we will review and update this plan after three years when our Regional Outcome Agreement for The Lanarkshire Region is also reviewed and updated.
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CONTEXT
Our student attainment rates are amongst the top in Scotland across all modes of delivery and rising. The high proportion of students attaining a qualification reflects our passion to do our very best in everything. We recognise that although most students are successful in achieving their qualification as a stepping stone in their life journey, there are still areas where we can make improvements to the student experience. To help us improve, we have robust, quality assurance arrangements in place and we listen closely to our students’ feedback. We implement change and development as necessary, to make things better for them and for future students. Our advanced information technology systems allow students and staff easy access to information through smartphones, tablet PCs and other information technology. We apply innovative and creative ideas to make the student experience the best it can be. We plan to develop our innovative systems further. Our immediate plans include the construction of a new teaching block with an “Outstanding� BREEAM rating to showcase best practice in both accessibility and sustainability.
Around 320,000 people live in the local council area of South Lanarkshire. South Lanarkshire College is located in East Kilbride, the sixth largest conurbation in Scotland, which itself has a population of around 80,000 people.
As we considered preparing this strategic plan, we analysed environmental factors such as: population demographics; employment trends; employer requirements; student profile; views regarding what people want from college education; Scottish Government priorities; Scottish Funding Council aims and Skills Development Scotland information. We also listened to feedback from employers, businesses, various voluntary and other organisations, our community planning partners and South Lanarkshire Council. Further information about our operating environment is published in the Lanarkshire Regional Outcome Agreement. The overall picture of the local economy is a significant negative trend over the past 6-8
years, contrary to the picture in Scotland. Locally there has been a series of significant job losses in major companies. Employment in South Lanarkshire is at a record low, the numbers of under-employed are growing, investment in research and development by businesses in the area is also at a record low and unemployment in South Lanarkshire is at a record high. The number of businesses opening new bank accounts has plummeted. From a history of strong employment, the area is moving to a scenario where it is below the Scottish average across key economic indicators. The local council, South Lanarkshire Council, has set up the East Kilbride Task Force to address specific problems in the economy in the East Kilbride area. It has also set up the South Lanarkshire Partnership Sustainable Economic Growth Board to draw partners together and bring together actions to help reverse the downward trend in the overall South Lanarkshire economy. It is therefore critically important that appropriate funding for education and training is allocated by key funders to enable Chinese Proverb skills development, and to retain competitive advantage for those in work as well as providing those without education and training the appropriate skills to get a good job and retain it.
When planning for a year, plant corn. When planning for a decade, plant trees. When planning for life, train and educate people.
To deliver key regional targets for Lanarkshire, we work closely with our partner college, New College Lanarkshire through The Lanarkshire Federation of Colleges. We will also report on key achievements and performance measures to The Lanarkshire Board which is an overarching body charged with governance for the Lanarkshire Region in line with legislation to be passed by the Scottish Government in October 2014. We promise to do our best to make sure that our plans are not boring!
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AWARDS
Awards gained by South Lanarkshire College during our previous strategic planning cycle:
• Multiple student awards for success at local and national level • Investors in Diversity (Level II) • Investors in People Gold Award (re-assessed and achieved again in 2013) • UK Green Gown Award • SQA Award for Innovation • SQA Star Awards (various) • Business to College Award • Homes for Scotland Award • UK Borders Agency Highly Trusted Status
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VISION
MISSION
o ensure learners T are well prepared for the future by developing their skills, knowledge and understanding in a high-quality learning environment.
To be Scotland’s leading provider of college education and training.
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ETHOS
We believe in: PROMOTING EQUALITY AND DIVERSITY:
BEING PASSIONATE ABOUT OUR WORK:
CONTINUAL IMPROVEMENT:
HIGH ACHIEVEMENT:
LISTENING AND ACTING ON FEEDBACK:
SUSTAINABILITY: COMMUNITY AND SOCIAL VALUE:
PROMOTING HEALTH AND SAFETY
INNOVATION:
“…equality is more than a goal in itself. It is a precondition for meeting the challenge of reducing poverty, promoting sustainable development and building good governance.” Kofi Annan
“Nothing great in the world has ever been accomplished without passion.” Christian Friedrich Hebbel German Poet and Dramatist
“There is only one corner of the universe you can be certain of improving, and that’s your own self.” Aldous Huxley English Novelist
“My mother drew a distinction between achievement and success. She said that achievement is the knowledge that you have studied and worked hard and done the best that is in you. Success is being praised by others. That is nice but not as important or satisfying. Always aim for achievement and forget about success.” Helen Hayes Actress
“Learn to listen, then listen to learn.” Ian Usher Australian Author
“The greatest threat to our planet is the belief that someone else will save it.” Robert Swan First person to walk to both Poles
“Safety does not happen by accident.” Douglas Diggle American CEO
“The future belongs to people who see possibilities before they become obvious.” Theodore Levitt Harvard Business School
“Great people create great companies and great companies create great communities. Great communities can change the world!” Peter Strople Canadian Entrepreneur
STRATEGIC PRIORITIES
We aim to have satisfied STUDENTS.
We aim to deliver effective SKILLS training.
We aim to promote SUSTAINABLE behaviours.
We set out our priorities in this section of our plan to drive the development of the college over the next six years. Our priorities are designed to focus us on our responsibilities to: - serve the needs of the community, organisations and industry in fulfilling their education and training requirements; - deliver national targets for education and - support the development of a strong economy.
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STRATEGIC PRIORITIES
We set out our priorities in this section of our plan to drive the development of the college over the next six years. Our priorities are designed to focus us on our responsibilities to: - serve the needs of the community, organisations and industry in fulfilling their education and training requirements; - deliver national targets for education and - support the development of a strong economy.
We We aim aim to to have have satisfied satisfied STUDENTS. STUDENTS. Unless commitment is made, there are only promises and hopes; but no plans.
We aim to promote SUSTAINABLE behaviours.
Peter F. Drucker
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3
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We aim to have satisfied STUDENTS.
WE WILL: a. Promote equality, diversity and fairness in all our activities Actions: i. Maintain Investors in Diversity ii. Retain Leader in Diversity status iii. Monitor and publish information on equality and diversity b. Deliver high attainment rates Actions: i. Maintain, and where possible, improve attainment ii. Investigate and address areas of low attainment iii. Compare our performance with national performance measures where these are available c. Provide high-quality learning experiences Actions: i. Engage students in innovative learning and teaching approaches ii. Listen to student and employer views and act on their feedback iii. Build on robust qualityimprovement activities iv. Maintain our sector-leading approach to reviewing learning and teaching d. Be creative and innovative in our approaches
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We will support students to perform to the best of their ability. When we asked students what was most important to them about their time at college we received over 1000 responses. 94% responded that achieving their qualification was the most important outcome.
Actions: i. Develop further our innovative and effective Information Technology solutions ii. Adopt innovative ways to solve problems and deliver new solutions iii. Involve students as partners in curriculum design, delivery and change implementation
We enjoy implementing innovative and pioneering techniques and approaches to benefit students, our community and staff. These include areas such as information systems, data management, student communication, low-energy buildings and sustainability. This has helped us to be efficient and effective as well as responding to the Scottish Government’s “Efficient Government� agenda.
Supporting students to become responsible citizens.
e. Continue to pursue growth Actions: i. Continue to press the case for activity levels in the South Lanarkshire area to address: the skills requirements of employers; the outflow of students from the region to other regions; the historic low funding levels for people in South Lanarkshire compared to other regions and the need to train priority groups such as 16-25 year olds and part-time adult returners to education How will we know if we are successful? In delivering this key strategic priority, the Board of Management and Senior Management Team have identified the following overarching Key Performance Measures as touchstones to monitor:
Key Performance Measures
Quantitative
Target outcome
Qualitative
Post-course destination Maintain or improve statistics on 74% for FE and HE
Accreditation for Investors in Diversity
Students progressing to university with advanced standing
Analysis of student feedback
Maintain or improve on 53,167 WSUMs or equivalent in the new funding model
Self-evaluation improvement plans
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We aim to deliver effective SKILLS training.
WE WILL: a. Offer courses that are destination-driven Actions: i. Link courses to useful outcomes for students ii. Review courses for appropriateness through the Academic Board iii. Design new courses with student outcomes in mind iv. Support new entrepreneurs b. Engage with employers at local and national level
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We have valuable partnerships with almost 1000 employers and are actively considering how we implement further the recommendations of The Wood Commission. Employers provide apprenticeships, work placements, advice on curriculum design and development, sponsorship of workshops and training areas and valuable added-value to students’ learning. We also work with a wide range of partners including other colleges, sector skills bodies, certification bodies, organisations in the voluntary sector and other public sector and private sector bodies who add huge value to the experiences and outcomes for our students and who themselves may have specific education and training requirements.
Actions: i. Build on existing productive partnerships and develop new partnerships ii. Continue to build appropriate work experience into our courses iii. Build on current strong apprenticeship training c. Nurture strong links with our Federal partner, New College Lanarkshire Actions: i. Continue to deliver outcomes for the Lanarkshire Region through joint working ii. Continue to contribute actively to the review and monitoring of the Lanarkshire Region Outcome Agreement iii. Continue to meet and where possible, exceed Regional targets For several years the two colleges in Lanarkshire have published a “Regional Outcome Agreement” that covers North and South Lanarkshire and parts of East Dunbartonshire. The document reflects key outcomes for the region including activity levels, student performance and attainment for the SFC region of Lanarkshire. South Lanarkshire College and New College Lanarkshire collaborate on the development and delivery of this multi-college regional agreement.
d. Develop productive partnerships with volunteering agencies and community groups Actions: i. Foster strong working relationships ii. Identify opportunities for student placements where appropriate e. Align outcomes in operational plans with Government, Funding Council and other public bodies’ agendas for skills’ delivery and training Actions: i. Take appropriate account of the findings of the Wood Commission ii. Identify funding opportunities to enable continuing growth to meet demand iii. Align college operational plans with national and local priorities f. Continue to have strong links with South Lanarkshire Council and contribute to targets in its single outcome agreement Actions: i. Contribute actively to South Lanarkshire Council’s economic strategy ii. Engage actively with officers to deliver appropriate courses for school groups iii. Continue to promote the Energy Academy iv. Continue to deliver high-quality outcomes through various Inclusiveness Programmes v. Continue to engage with South Lanarkshire Council in relation to key projects and the vision for the regeneration of the East Kilbride area in particular
Students are partners in learning.
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g. Build on existing strong links with universities and other colleges for student progression Actions: i. Maintain representation on articulation groups of local universities ii. Maintain and increase the places for students progressing to university with advanced standing iii. Maintain strong links with the Scottish Wider Access Programme iv. Build on existing cross-regional college partnerships How will we know if we are successful? In delivering this key strategic priority, the Board of Management and senior management team have identified the following overarching Key Performance Measures as touchstones to monitor:
South Lanarkshire Council is a key and important local partner. It has a Single Outcome Agreement that incorporates targets covering education and training. Staff from the college meet regularly with staff from the council regarding delivering outcomes. The college is an enthusiastic contributor to the South Lanarkshire Community Planning Partnership, is represented on the South Lanarkshire Sustainable Economic Growth Strategic Board and is a contributor to the work of the East Kilbride Task Force which aims to support the regeneration of the East Kilbride area. The college has strong articulation arrangements with colleges and Universities in Scotland and England to assist students who wish to progress to more advanced levels of qualifications. Students use their college qualifications as access routes to first year or for direct entry with advanced standing to second or third year of degree programmes. Other students progress to South Lanarkshire College using well-established agreements in place with colleges in other regions.
Key Performance Measures Quantitative
2
Target outcome
Qualitative
Post-course destination Returns from over statistics 80% of the sample
Action plans from Academic Board
Students progressing to university with advanced standing
Increase on 2014 baseline figures
Database of contacts of employers and partners
Exceed targets set in the Regional Outcome Agreement
See Regional Outcome Agreement Lanarkshire targets for student attainment etc.
Outcomes from partnership working Representation on various key committees and groups at local and national level
Someone’s sitting in the shade today because someone planted a tree a long time ago. Warren Buffett
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We aim to promote SUSTAINABLE behaviours.
WE WILL: a. Promote environmental sustainability Actions: i. Define and meet energy targets ii. Adopt low-resource approaches where possible iii. Encourage staff to consider sustainability as part of their teaching iv. Encourage all people in the college to think about resource use v. Construct a new showcase building to the highest environmental standards and achieve an “outstanding� BREEAM rating under the 2014 standard vi. Contribute actively to delivering the aims of the Environmental Association of Universities and Colleges b. Provide opportunities for staff to develop themselves through professional learning
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South Lanarkshire College has begun constructing a new low-energy building on its campus. As well as creating a high-quality learning and teaching environment, we have engaged with appropriate local groups and BRE to make sure that the building showcases best practice in sustainability and accessibility. We try to incorporate what we learn about sustainability and managing scarce resources into our teaching and learning experiences with students.
Actions: i. Ensure staff are well qualified; have suitable expertise; are passionate about learning and act as suitable role models ii. Provide opportunities for staff to engage in appropriate professional learning to update their knowledge and skills We value our highly skilled and committed staff. We encourage all staff to engage in their own professional learning and we support a purposeful and enjoyable working environment. This helps students to have the best possible learning experiences and supports sustainable growth in existing and new curriculum areas. We have achieved Investors in People Gold award, have been re-assessed at that level and achieved it again in 2013.
Only when the last tree has died and the last river been poisoned and the last fish been caught will we realise that we cannot eat money. Cree proverb
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c. Deliver financial sustainability
e. Manage risks effectively
Actions: i. Meet activity-level targets ii. Monitor efficiency iii. Seek out new income-generating opportunities iv. Produce a small surplus on operations each year v. Manage surpluses carefully to provide the best possible outcomes for students
Actions: i. Maintain active risk registers at college, faculty and department level ii. Report on the control of significant risks to the College Board of Management f. Provide effective leadership and management throughout the organisation
d. Promote sound governance Actions: i. Ensure that the College Board has a suitable spread of skills and expertise ii. Ensure that the College Board is informed and engaged iii. Contribute fully to the development of The Lanarkshire Board and to making it robust and successful iv. Ensure that The Lanarkshire Board is adequately informed and engaged about the college’s ongoing outcomes and achievements
Actions: i. Promote an enjoyable working environment where everyone is treated with respect ii. Expect appropriately high standards across all activities and areas iii. Support high levels of achievement iv. Ensure that internal and external customers receive the best possible customer experience v. Make use of best practice and other measures to ensure that service delivery and outcomes exceed customer expectations
Sketch view of the college’s proposed new teaching block. Source: Austin: Smith Lord
Preparing students for employment and other potential destinations.
Key Performance Measures
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How will we know if we are successful? In delivering this key strategic priority, the Board of Management and Senior Management Team have identified the following overarching Key Performance Measures as touchstones to monitor:
Quantitative
Target outcome
Qualitative
Energy use figures
Year-on-year reduction (see report for EAUC)
Analysis of feedback from Professional Learning events
Financial performance
Year-on-year reduction (see report for EAUC)
Activity level target
Meet activity level target (currently 53,167 WSUMs) Retain Investors in People at Gold level
Review of risk register Board self-evaluation report Student and third party feedback
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Students achieving qualifications and success.
During the life of this Strategic Plan South Lanarkshire College aims to build on its current success: • record levels of student achievement • students performing highly in national and international events • excellent reports by HM Inspectors of Education published in June 2007 and January 2011 • very positive internal and external audit reports • very positive External Verifier reports • raft of awards for innovation and the environment • meeting key targets for carbon management • comprehensive approaches for Professional Learning, leading to a Gold IiP Award • sound financial controls and continuing financial stability • new approaches in ICT to support learners and staff.
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Oct 12 - Sep 13
Oct 11 - Sep 12
Apr 12 - Mar 13
Apr 11 - Mar 12
Oct 10 - Sep 11
Apr 09 - Mar 10
Oct 09 - Sep 10
Apr 08 - Mar 09
Oct 08 - Sep 09
Apr 10 - Mar 11
Oct 12 - Sep 13 Oct 12 - Sep 13
Oct 11 - Sep 12
Apr 12 - Mar 13 Apr 12 - Mar 13
Apr 11 - Mar 12
Apr 10 - Mar 11
number of companies opening C The new business bank accounts is at a record low.
Oct 10 - Sep 11
110
Apr 09 - Mar 10
16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
Oct 09 - Sep 10
No. SIMD crimes 739 per 10,000: 2010/2011
2011
The number of people unemployed using the Standard International Labour Organisations (ILO) information is at a record high and more than double that of 2007.
Apr 08 - Mar 09
96.4
F
Oct 08 - Sep 09
77.2
Apr 07 - Mar 08
% Positive Destinations: 2011/2012
Oct 07 - Sep 08
217
2009
South Lanarkshire
Apr 07 - Mar 08
135
Scotland
Oct 07 - Sep 08
S4: Average tariff score - all pupils: 2011/2012
Apr 06 - Mar 07
6,986
Oct 06 - Sep 07
13,410
Apr 06 - Mar 07
Emergancy Hospital Admission Rate per 100,000
2007
78 76 74 72 70
Oct 06 - Sep 07
5.0
2005
The employment rate is above Scottish average but falling sharply in comparison to the rest of Scotland.
Apr 05 - Mar 06
26.3
E
2003
Oct 05 - Sep 06
Percentage of working age population who are employment deprived: 2011
2001
Oct 05 - Sep 06
20% most 20% least deprived deprived
£
Oct 04 - Sep 05
Indicator
£45,000 £40,000 £35,000 £30,000 £25,000 £20,000 £15,000 £10,000 £5,000 £0
Apr 04 - Mar 05
B
£
Business research and development spend is around half the level it was in 2005-06.
Apr 05 - Mar 06
Inequality of opportunity is an issue.
D
Oct 04 - Sep 05
Local Labour Market Statistics from 2008-12 show that South Lanarkshire has experienced the largest combined reduction in public and private sector employment in Scotland with a higher than ever proportion of economically inactive people. In 2013 this had reached 42,900 people with 30% of these, or 12,900, ‘willing to work’. Of those in employment, there are growing rates of under-employment in South Lanarkshire. This is risen 4.5 points, to 10% since 2008, representing 15,000 people.
A
Apr 04 - Mar 05
APPENDIX 1
600
G
500 400
In last 4 weeks
In last 13 weeks
Oct 11 - Sep 12
Apr 11 - Mar 12
Apr 10 - Mar 11
Oct 10 - Sep 11
Apr 09 - Mar 10
Oct 09 - Sep 10
Apr 08 - Mar 09
Oct 08 - Sep 09
Apr 07 - Mar 08
Oct 07 - Sep 08
Apr 06 - Mar 07
Oct 06 - Sep 07
0
Oct 05 - Sep 06
100
Apr 05 - Mar 06
200
Oct 04 - Sep 05
300
Apr 04 - Mar 05
120% 110% 100% 90% 80% 70%
Q1 2002 Q3 2002 Q1 2003 Q3 2003 Q1 2004 Q3 2004 Q1 2005 Q3 2005 Q1 2006 Q3 2006 Q1 2007 Q3 2007 Q1 2008 Q3 2008 Q1 2009 Q3 2009 Q1 2010 Q3 2010 Q1 2011 Q3 2011 Q1 2012 Q3 2012 Q1 2013 Q3 2013
The following information is available from The Office of National Statistics. It provides a useful picture of trends in the local labour market in South Lanarkshire.
2013 showed the lowest ever recorded in work training activity since records began.
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APPENDIX 2
The table below shows how the college can contribute to outcomes and targets in other related public documents.
Everybody has a plan until they get punched in the face. Mike Tyson
South Lanarkshire College Strategic Plan A. Satisfied students
Scottish Funding Scottish Council Priorities Government priorities 2. Access for people from the widest possible range of backgrounds
Education Scotland reference framework A smarter Scotland 2. Impact on learners
4. High quality, A wealthier and efficient and fairer Scotland effective learning
1. Efficient and effective regional structures
Skills Development Scotland Goals
South Lanarkshire Partnership Single Outcome Agreement
Enable people to Increase the fulfil their potential proportion of households that are coping well or very well financially 9.4 Quality culture Reduce the number of half days absence per pupil in secondary schools 1. Key performance outcomes
The Lanarkshire Colleges’ Regional Outcome Agreement
South Lanarkshire College Strategic Plan
Scottish Funding Scottish Council Priorities Government priorities
Education Scotland reference framework
Skills Development Scotland Goals
South Lanarkshire Partnership Single Outcome Agreement
Right learning in the right place
C. Effective skills training
A developed workforce
4. Impact on employers and communities
Making Skills Work for Employers
Reduce the Right learning in the percentage of the right place population who are income deprived High attainment Reduce the and achievement percentage of rates the population
High quality learning
3. The right learning in the right place
A greener Scotland 3. Staff
6. Sustainable colleges and universities
A healthier Scotland 7. Management and support of staff A safer and 1. Key stronger Scotland performance outcomes
Working Together Reduce total to Improve greenhouse gas the Skills and emissions Learning System
5. Education, training and lifelong learning
with low/no qualifications High attainment and achievement rates High learner satisfaction Access for all
B. Sustainable behaviours
A wealthier and fairer Scotland
The Lanarkshire Colleges’ Regional Outcome Agreement
Efficient and sustainable structures High attainment and achievement rates High levels of endorsement by external awarding bodies Efficient delivery approaches
8. Partnership and resources
1. Key performance outcomes
Reduce the proportion of the workforce earning less than the living wage to below the Scottish average Increase the number of registered businesses per 10,000 adults
High progression rates
Increase new business start-up rate to prerecession levels
Learners with appropriate skills for jobs
Suitable progression pathways
Provide support for Employees with new businesses enhanced skills
LEARNING
LISTENING PARTNERS EMPLOYERS
COMMUNITY
ENHANCEMENT
SKILLS
V ALUE EFFICIENT
SUCCESS
EQUALITY
STUDENTS DIVERSITY PASSION
PERFORMANCE EFFECTIVE
STRATEGY GREAT STAFF
PLAN INNOVATION
South Lanarkshire College College Way, East Kilbride G75 0NE 01355 807780 www.slc.ac.uk