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Strategic Plan 2011-14 Refresh October 2012

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Strategic Plan 2011-14 Refresh October 2012 Strategic Plan 2011-14 Refresh October 2012 “To help someone achieve something…it’s one of the best things you can ever do.” Geoff Fenlon, Principal and Chief Executive of Carnegie College “Learning, supported by our “Effective skills utilisation high calibre staff, working must be clearly matched to in good learning spaces will our business needs.” prepare our learners for life Bob Garmory, President of Fife and work in the real world.” Chamber of Commerce Gerry Webber, Board of Management of Carnegie College “The integration of our “Our focus on the wider improved customer learning landscape will relationship software across ensure a reduction in the college will support our the duplication of the customer experience and academic portfolio of our drive for growth of non Carnegie, and near GIA activity.” neighbouring colleges.” Elizabeth Porter, Board of Janet Bulloch, Board of Management of Carnegie College Management of Carnegie College “Learning is a catalyst for “Carnegie’s community- a real and positive change facing role and in Fife and Scotland.” engagement priority cannot be underestimated Graham Bowstead, Chair of the Board of Management of as we strive to meet the Carnegie College needs of Fife people and businesses.” Steve Harrison, Board of Management of Carnegie College Contents Context and Environment 3 Assumptions 3 National Context 4 The Broader Economy 5 The Local Economy 5 Fife’s Priorities 6 Funding Environment 6 Strategic Aims, with our Values 7 Our Values 8 Our Behaviours 9 What have we achieved so far? 10 Review of Progress 2011-12 11 Our Strategic Direction - Where we are going 13 Revealing Our USP 14 Delivering a portfolio of contemporary learning opportunities that is demand led 14 Contributing to sustainable economic growth by increasing skills and business capacity with and for our customers 15 Act as an effective, enabling partner with local communities and chosen education/industry partners 15 Working in Collaboration and Partnership 15 Educational Environment 16 Keep quality for our learners and customers at the heart of our decision making, our systems, our processes and procedures 17 Customer Focus 17 Quality and Innovation 17 Sustain organisation success and continue to develop as a key player for Scotland’s future 18 Management and Infrastructure 18 Implementing and Reviewing the Strategic Plan 20 Key Strategic Themes 20 Programme and Project Structure 21 Carnegie College | Strategic Plan 2011-14 | 2 Context and Environment Assumptions Over the period of this Strategic Plan, it is likely that the environment the College is operating in will change significantly. It has been assumed therefore that: a) There will still be a college delivery point in Dunfermline b) The Scottish Government will continue to fund higher education, vocational education and skills training c) The current economic environment will continue to be a difficult one although locally the environment has the potential to be better than most of the UK d) There will be a requirement for colleges to serve their local communities across all age demographics but with an increasing emphasis on the 16 to 24 age band particularly up to age 19 In September 2011 the Scottish Government published a new strategy for Further Education in Scotland in their strategic document Putting the Learner at the Centre. The imperatives of the new strategy are designed to have a positive impact on the delivery of college services that are ambitious for Fife, and aligned to the needs of our region. Planning further education provision regionally is designed to take on a regional basis and for funding to be distributed regionally. it will create college groupings of scale, able to plan regionally and deliver locally across Scotland. For Carnegie this may lead to a likely merger with Adam Smith College to create a new and distinctly different college, and to include some curriculum transferred from Elmwood College. it will help every community of a reasonable size - and every young person - access appropriate college education; it will enhance the capability to plan and deliver part-time learning, particularly for adults in employment; it will provide a stronger basis further to develop provision for employers; our expectation is that, where major campuses currently exist, they will remain. it will strengthen the role and contribution of colleges as important partners within regional networks of agencies and services; this is to the benefit of learners, communities, employers and the wider development of regions; and it will provide a framework for joint working between the school, college and university sectors to ensure more coherent provision and – in line with our commitment in Putting Learners at the Centre - improved articulation between college and university. Much of the initial year of this Strategic Plan will involve the development work necessary for the creation of the new college. In addition the Scottish Funding Council now require the regional priorities for our colleges to be reported through a COLLEGE OUTCOME AGREEMENT.(COA) This work has been approved for 2012-13 and forms the basis for the Operational plan. The COA for 2012-13 will be created by Fife’s College by December 2012, for submission to the SFC at that time. Carnegie College | Strategic Plan 2011-14 | 3 National Context As a leading college in Scotland, Carnegie College has a critical role to play in delivering quality education and skills for West Fife and further afield. The College is also key to ensuring the National Outcomes as set out by the Scottish Government are achieved. The College will continue working towards these National Outcomes which aim to bring together key strategic actions for a stronger, fairer, wealthier, healthier and greener Scotland. The Scottish Government National Outcomes are summarised below. Scottish Government National Outcome We live in a Scotland that is the most attractive place for doing business in Europe. We realise our full economic potential with more and better employment opportunities for our people. We live in well-designed, sustainable places where we are able to access the amenities and services we need. We are better educated, more skilled and more successful, renowned for our research and innovation. We have strong, resilient and supportive communities where people take responsibility for their own actions and how they affect others. Our young people are successful learners, confident individuals, effective contributors and responsible citizens. We value and enjoy our built and natural environment and protect it and enhance it for future generations. Our children have the best start in life and are ready to succeed. We take pride in a strong, fair and inclusive national identity. We live stronger, healthier lives. We reduce the local and global environment impact of our consumption and production. We have tackled the significant inequalities in Scottish society. Our public services are high quality, improving, efficient and responsive to local people’s needs. We have improved the life chances for children, young people and families at risk. Figure 1 Scottish Government’s National Outcomes Our contribution is most significant in the areas of skills development, knowledge transfer, school / college partnerships, wider access and collaboration in the provision of a core curriculum at non-advanced and HE levels, particularly in this case with our strategic partners Scotland’s Colleges Fife, Fife Council, Edinburgh Napier University and ELRAH partners. Over the period of this Strategic Plan, Carnegie College will be required to align its strategic direction and priorities to ensure the best outcomes for Scotland, Fife and the customers of Carnegie College. This is more fully detailed in the section above, and will be delivered using the SFC College Outcome Agreement Framework, and Performance Management of SMART objectives and targets for 2011-12 ( in the first instance) Carnegie College | Strategic Plan 2011-14 | 4 The Broader Economy The current economic situation will mean we will continue to see cuts in public spending and the reallocation of public resources. Greater efficiencies will need to be sought from reduced funds as well innovative new ways of funding. It is also likely that private sector activity will, in the main, remain static. However certain sectors may see significant growth. These could include: Advanced manufacturing; Digital economy and creative industries; Engineering construction; Financial and business services; Life sciences; Low carbon energy; Care; Retail; and Tourism, hospitality and leisure. (Source: Skills for economic growth – An overview of priority sectors - Learning and Skills Improvement Service) Carnegie College is working with all other Community Planning Partners ( learning and Skills) partners in Fife in the creation of a comprehensive Science, Technology, Engineering and Mathematics (STEM) strategy for Fife. This document will deliver a STEM focussed curriculum which will be derived from employer needs in Fife, and Scotland, ensuring the Fife’s people benefit from a growing economy in STEM areas. This aligns with Fife’s key sectors reported in the section to follow. The Local Economy In developing this strategy, a variety of forces such as climate change, demographic trends and technological advancement that are likely to have an impact on Fife over the coming decade have been considered. Whilst the Scottish economy continues to be challenged by the current economic situation, in West
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