Operational Plan Plana-gnìomh

Page 2 of 43 Welcome to the 2015-16 Operational Plan for West Highland College UHI

West Highland College UHI is one of Scotland’s newest colleges. Created in August 2010 through merger, it is rooted in the communities of Lochaber, Skye and Wester Ross, serving the wider region as an academic partner college of the University of the Highlands and Islands, and providing sector leading specialisms in Outdoor and Adventure Sports and Tourism. Having rapidly built capacity in further and higher education courses and numbers of full-time learners, West Highland College UHI was the best performing college in Scotland for Further Education In 2013-14.

Building on this excellent position, we want to deliver real value for our learners and stakeholders, ensuring we realise our mission and vision in provding Exceellence for All and transforming the social, economic and cultural prospects of our region, its people and its communities.

Coming into the third year of the college’s strategy for 2013-16, this Operational plan translates our strategic aims into high level planning objectives for the academic year 2015-16. The strategic plan is available on the college website at http://www.whc.uhi.ac.uk/about-us/strategic-planning-and- partnerships/Strategic_planproduction_150dpi.pdf , containing details of our environmental analysis, context, strategic aims and objectives, as well as key measures of success.

This Operational Plan acts as a high level roadmap to the college’s activities for 2015-16, providing guidance to our staff, learners and stakeholders on the priorities for the year ahead, as well as measures for our performance and progress. The Plan provides the base for individual college departmental plans, as well as personal target setting for individual staff, ensuring a cohesive and interdependent approach for College activity, focussing the talents and efforts of our staff in our 10 college centres on a set of common goals and deliverables.

This Plan comes at a time when West Highland College UHI moves into its next phase, growing significantly ints capacity for further and higher education as well as research, working with schools, employers and key agencies to deliver opportunities for all, whilst consolidating its early successes. Our college organisational structure is under review to ensure we have the necessary staff capacity to deliver on all of our ambitions going forward.

2015-16 promises to be an exciting time for the life of the College and I look forward to working with our Board, staff and students towards achieving our ambitions, ensuring we can deliver ‘Excellence for All’.

Lydia Rohmer Principal and Chief Executive

Page 3 of 43 Our Vision, Mission and Values

Vision Our ambition is to be the education provider of choice in the West Highlands of Scotland, delivering excellence in learning, training and support for all students, businesses and rural communities.

Mission West Highland College UHI will have a transformational impact on the development and prospects of this region, its people and its communities.

Values In the delivery of our mission, we will be:

Inclusive

Respect for each person’s human worth, proactively tackling inequality

Individualised

Every person matters

Innovative

Imagine and strive for creative delivery

Intercultural

Acknowledge and celebrate diversity

Inspirational

Realise potential, growing ambition – anything is possible

Page 4 of 43 Our Strategy Map at a Glance

Strategic Aim 1 Strategic Aim 2 Strategic Aim 3 To have the right learning in the right place To contribute to economically and socially To deliver excellent and sustainable sustainable communities by developing the skills learning for all of the area's workforce

We will We will We will 1.1. enhance equity of access to locally relevant 2.1. gather and use market intelligence 3.1. ensure that curriculum design maximises the post-16 options for further and higher 2.2. develop and deliver a curriculum responsive to opportunities and support for access, education and training in the West Highlands and aligned with industry needs articulation and progression 3.2. provide an equivalence of student experience by developing and maintaining a broad 2.3. ensure a one-stop-shop approach to and support irrespective of mode, location or portfolio of accessible and inclusive engagement with potential students and method of study programmes of learning employers 3.3. increase student retention, attainment and 1.2. create an adaptive portfolio which responds to 2.4. support young people, those furthest from the progression rates to meet and exceed regional changes in demand and has the capacity to labour market and those affected by the and national benchmarks optimise new opportunities, across all centres economic downturn into positive destinations, ie 3.4. equip our learners with the skills required to 1.3. develop learning programmes which provide training, employment, education succeed in learning, life and work seamless progression opportunities from entry 2.5. work with employers in developing our 3.5. support our staff in the development and to further and higher education up to curriculum to provide opportunities for work delivery of excellent learning 3.6. ensure that the student voice is central to our postgraduate levels and into employment placements, work experience and work-related decision making processes in governance and 1.4. develop specialist/niche programmes with learning management regional, national and international reach 2.6. develop effective relationships with skills and 3.7. promote diversity within our staff and student which maximise the college’s unique location, economic development agencies to deliver for body environment and culture the regional and local needs of the West 3.8. invest strategically in our estates and 1.5. work collaboratively with our partners in the Highland labour market infrastructure in order to meet the needs and Highlands and Islands region to support the 2.7. develop knowledge transfer research activities to expectations of our developing student, staff local delivery of regional and national help businesses in the area to develop and grow and stakeholder profiles 3.9. develop income streams from sources other than priorities for further and higher education and 2.8. implement the Scottish Government’s the Scottish Funding Council skills employability policies through our education and 3.10. ensure financial sustainability of the college 1.6. continue to negotiate a fairer allocation of training activities for those marginalised in

funding to meet the demographic demands of society our area

Page 5 of 43

Measures of Success – Framework of Key Performance Indicators

2013/14 2014/15 2015/16

Learners

KPI 1 Activity Targets: SFC Weighted SUMs Regional allocation plus 1000 Regional allocation plus 800 Regional allocation plus 800 KPI 2 Activity Targets: HE Student FTE 146 (excl. hosted) 170 185

KPI 3 Early retention % 91 92 93

KPI 4 Retention % 86 86 87

KPI 5 Student outcome/achievement % 87 88 89

KPI 6 Learner Success % 71 72 73

KPI 7 Learner Satisfaction % 80 83 85

KPI 8 Employer Engagement and Satisfaction % 85 90 95

KPI 9 Other stakeholder engagement and satisfaction % 85 90 95

KPI 10 Indicative student recruitment targets from * FE HE FE HE FE HE

• the college’s postcode areas 2200 87 2260 92 2300 100 • Scotland/EU 85 74 95 89 100 95 • RUK/overseas 15 24 35 25 40 26

Page 6 of 43

Corporate Performance

KPI 11 Operating Surplus as % of total turnover 2 2 2

KPI 12 Staff costs as % of total expenditure 65 64 63

KPI 13 % of permanent teaching staff with 80 85 90 professional qualification KPI 14 Staff turnover % 9 8 7

Page 7 of 43 West Highland College UHI – Operational Plan Priorities for 2015-16

High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 1. Deliver the SA 1, 2 &3 Deliver planned full-time student target numbers, Curriculum ELT October college’s approved including implementation of planned new 2015 curriculum plan for KPI 1 courses Marketing Further and Higher KPI 2 Deliver planned part-time activity BEST January Education KPI 10 Student Services 2016 Deliver planned Highlife Highland Courses Deliver Planned SDS and Deprived Area Funded Employability Learning Centres December courses Development 2015

Deliver the college’s ESIF –funded activity Curriculum January 2016 2. Refresh the SA 1, 2 &3 Refresh the college’s strategic plan for 2017-2020 ELT All departments December college’s strategy Refresh the college’s 3-year curriculum plans 2015

3. Enhance employer SA 2 December ELT engagement and Develop a new Employability strategy Curriculum 2015

partnership KPI 8 BEST working KPI 9 December Develop and implement key stakeholder Curriculum 2015 engagement plan Employability

Development Enhanced coordination of work experience and December Curriculum placements across all full-time courses 2015 Learning Centres

December Marketing Fully implement industry advisory boards Curriculum 2015

Page 8 of 43 High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 4. Refresh the School- SA 1 and 2 Delivery of new Invest in Young People Group, Curriculum ELT October College Links including action plan 2015 Strategy in the light KPI 1 Marketing of the new Scottish KPI 3 Review of all school link provision in light of Government KPI 4 available Foundation Apprenticeships Employability strategy for KPI 5 Development ‘Developing the KPI 6 Development of bespoke School – Link Young Workforce’ KPI 7 Prospectus KPI 8 KPI 9 Development of joint vocational pathway/career KPI 10 guidance with schools and employers/agencies for senior phase

5. Enhance the SA 2& 3 Enhance income generation strategy, including Curriculum December college’s 2015 commercial income KPI 7 • Student accommodation Finance generation KPI 8 • College café spaces (Fort BEST KPI 9 William/Portree) Employability KPI 10 • Summer schools Development KPI 11 • short courses • large-scale contracts Estates and Facilities • UK and European research contracts CRTR Learning Centres

6. Enhance the SA 2 Publish REF-relevant research at 3 and 4 * CRTR SLD December college’s research 2015 profile KPI 8 Increase number of PhD studentships KPI 12 KPI 13 Increase number of staff with SCQF 11/12 qualifications and post-doctoral experience

Page 9 of 43 High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 7. Enhance the SA 2 Enhanced pre-entry guidance and support, Curriculum Quality December college’s student including admissions policy and process 2015 experience KPI 3 Estates KPI 4 Enhanced student induction Student KPI 5 Services Learning Centres KPI 6 Reduced student withdrawal rate KPI 7 KPI 10 Enhanced student success rate

Deliver on student accommodation plans

Maintain high student satisfaction rates Implement new corporate parenting action plan

Investigate re-patriation of FE Student Finance services to WHC

8. Deliver the SA 3 Implement new curriculum structure ELT Curriculum December college’s planned 2015 new organisational KPI 12 Consult on and implement revised support staff HR BEST structure KPI 13 structure KPI 14 Learning Centres Develop new academic affairs team and improve holistic planning and communication Employability Development

Student Services

Quality

Page 10 of 43 High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 9. Review Staff Pay SA 3 Implement living wage HR ELT December and Benefits 2015 KPI 11 Review pay structures through equal pay audit KPI 12 KPI 13 Improve staff benefits, in particular non-financial KPI 14 or cost neutral rewards 10. Develop WHC as a SA 3 Finalise the college HR strategy (attraction, HR ELT January great place to work retention and development of staff) 2016 KPI 11 Marketing KPI 12 Finalise the college communication strategy and KPI 13 plan (staff engagement plan) KPI 14 Enhanced staff satisfaction

11. Improve SA 3 Benchmark against Investor in People standard HR SLD January performance at all 2016 levels KPI 11 Revise approach to Appraisal and performance ELT KPI 12 management KPI 13 KPI 14 Train all managers in Risk Management 12. Enhance staff SA 3 Enhance Staff Induction SLD ELT January capacity and 2016 expertise KPI 11 Grow staff capacity to deliver technology HR KPI 12 enhanced learning KPI 13 KPI 14 Grow % of staff with teaching qualifications

Enhance the college’s management and leadership capacity

Page 11 of 43 High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 13. Enhance the SA 3 Develop a WHC Centre for Excellence in Tourism Marketing ELT December College’s brand, packaging existing strong curriculum 2016 reputation as an KPI 3 offering and expertise Curriculum excellent tertiary KPI 4 education provider KPI 6 Develop SOAS into a national brand BEST KPI 7 KPI 8 Develop marketing campaigns for identified Quality KPI 9 target markets KPI 13

14. Develop and SA 3 Develop a planned approach to participation in Quality Curriculum December benchmark national awards 2015 examples of KPI 5 ELT excellence KPI 6 Enhance student participation in national KPI 7 competitions SLD KPI 9 KPI 13 Disseminate examples of best and excellent practice

15. Improve the SA 3 Develop further plans for Science and Technology ELT Estates March College’s Estates Centre (Fort William) to RIBA Stage 2 2016 KPI 7 Finance KPI 8 Develop Outline Feasibility Plans for Mallaig and KPI 9 Broadford/Auchtertyre

Page 12 of 43 High Level Objective Link to Measure of Success Who (Lead) Enablers Review Progress Strategic with other Date RAG Plan/KPI departments 16. Enhance the SA 3 Deliver planned Estates Capital &Maintenance Estates ELT December college’s estates Programmes, in particular FW kitchen projects 2015 infrastructure and KPI 7 Finance facilities KPI 8 Enhance Space Utilisation KPI 9 Enhance Wifi Capacity

17. Review and revise SA 3 Develop sub-regional partnerships to develop ELT Finance January shared services locally shared services 2016 KPI 11 HR KPI 12 Participate in UHI SS Company from 1 December 2015 18. Enhance financial SA 3 Enhance the cost-centre approach to college Finance ELT October controls and budgets to enhance accountability of each 2015 systems KPI 11 budget holder HR KPI 12 Fully action internal audit action plan Catering Services

Enhance Finance staff capacity for payroll and accounting

Develop cost control system for college Cafes

19. Ensure sustainable SA 1 & 3 Manage conversion from SUMs to Credits Curriculum ELT October core grant funding 2015 for FE and HE KPI 1 Protect Rurality funding Finance KPI 2 KPI 11 Maximise Student support funding

Enhance RAM and Micro-RAM income

Page 13 of 43 West Highland College UHI - Gaelic Language Position Paper AY 2015-16

West Highland College UHI recognises that it is located within an area of the Highlands where Gaelic language and culture forms a significant part of education, culture, and heritage for many individuals and communities. Whilst the operating language of the College is English, the College recognises its responsibility as a local education provider and employer to support the development of Gaelic language for the communities the College serves.

Proposals to adopt Gaelic language principles for the College have been considered for some time now, and this position paper is a further step towards a formal College policy on Gaelic language as part of the development of the College’s communication strategy. The College has not been requested to develop a formal Gaelic Language Plan as per Gaelic Language Act; however, the College is taking cognisance of UHI’s revised Gaelic Language Plan 2014, and the role Academic Partners have in developing their own approaches to Gaelic language promotion and development to help implement UHI’s plan. The College also wishes to respond positively to the increase of primary and secondary Gaelic medium education in its catchment areas, and the needs of parents, learners, employers and other stakeholders to develop awareness and understanding of Gaelic language. The College will develop an incremental approach to building realistic and sustainable capacity for Gaelic language development.

Gaelic Language Commitments

West Highland College UHI recognises that Gaelic and its associated culture is an integral part of Scotland’s heritage and identity, and is particularly relevant in the communities the college serves in Lochaber, Skye and Wester Ross.

The College is committed to play a meaningful part in ensuring that Gaelic has a sustainable future as a living language.

The College will annually review this commitment as part of its operational and resource planning processes, aiming for an incremental development of College capacity.

The College will be 1. Contributing to the visibility and usage of Gaelic through the College’s own materials and activities 2. Promoting Gaelic culture through the College’s curriculum, publications and events 3. Recruiting staff with appropriate Gaelic language skills, relevant to their roles in the College 4. Encouraging and supporting staff to acquire and develop language skills 5. Promoting opportunities within the College’s curriculum for Gaelic language learning and Gaelic culture

Page 14 of 43 Commitment Planned Activity in Academic Year 2015-16 Responsible Status Department June 2015 (RAG) 1. Contributing to the visibility 1.1. Maintain Bilingual College Logo Marketing and usage of Gaelic through the College’s own materials 1.2. Bilingual college centre names on email signatures Marketing and activities 1.3. Bilingual headings only on key external facing documents eg Strategic Plan and Marketing Prospectus and where possible on college forms

1.4. Gaelic given equal prominence in key college signage, introduced incrementally Estates as per available operating budgets

1.5. Include Gaelic headings and items about Gaelic language and culture in Marketing newsletters and web/social media wherever possible and within available budgets

2. Promoting Gaelic culture 2.1. Include Gaelic language classes /online learning in our curriculum portfolio Curriculum through the College’s curriculum, publications and 2.2. Promote local Gaelic organisations and events such as Feis etc via learning Learning Centres events centres

2.3. Include relevant items about Gaelic language, organisations and events in Marketing newsletters and web/social media as appropriate

2.4. Include question about Gaelic language ability on Student application or Registry enrolment forms to identify Gaelic language capacity within student body

2.5. Actively encourage Student Association to promote Gaelic in their materials and Student Services/Learner activities where led by office bearers Engagement

Page 15 of 43 Commitment Planned Activity in Academic Year 2015-16 Responsible Status Department (RAG)

3. Recruiting staff with 3.1. Ensure “Gaelic is desirable” is included in all recruitment advertising and job HR appropriate Gaelic language descriptions skills, relevant to their roles in the College 3.2. Explore at interview whether Gaelic language skills of potential new HR employees could be used outwith the specific job remit

3.3. Seek to appoint a Gaelic “champion” within existing college staff ELT

4. Encouraging and supporting 4.1. survey staff to assess what level of interest there is in learning more Staff Learning and staff to acquire and develop Gaelic/usage within college Development language skills 4.2. Promote Gaelic language learning as part of available staff CPD Staff Learning and Development

4.3. Promote available UHI online staff learning opportunities and resources for Staff Learning and Gaelic Development

4.4. Investigate partnership arrangements with SMO for access to and delivery of ELT Gaelic language classes

4.5. Highlight individuals in internal communications who have strong Gaelic Marketing language and/or links to cultural activities

5. Promoting opportunities within 5.1. Identify demand for Gaelic language and culture courses through Learning the College’s curriculum for Community Engagement Groups and other relevant market analysis Centres/Marketing Gaelic language learning and Gaelic culture 5.2. Build range of Gaelic language and culture courses into Curriculum Plan, Curriculum based on analysis of demand

5.3 Promote Gaelic language and culture courses as part of college curriculum Curriculum/Marketing

Page 16 of 43 Financial Budgets 2015-16

Page 17 of 43 Budget Assumptions 2015-2016

1 HE student numbers are expected to be 224 -

121 ATM Degree SC/EU 23 ATM Degree RUK 4 ATM Degree International 10 Applied Music Degree SC/EU 10 Cookery HNC 14 Admin HNC 16 EEC NETWORK HNC 26 Hosted Students

2 SUM's for 2015/16 are calculated as follows:-

SUM's 2014/15 8458 Add - extra WHC specific allocation 800

SUM's 2015/16 9258

It has been assumed that the value per SUM is £269.73 as per 2014/15

3 A 1% increase in all salaries has been provided for in 2015/16

4 No further increase in the employer NEST pension contributions has been provided for. (Currently 1%)

5 Employer contributions for the Scottish Teachers Superannuation Scheme have increased from 14.9% to 17.2%

6 Costs of £53,310 have been included for the re structuring of the Curriculum Management

7 Costs of employing two additional part time persons, one in HR and the other in Finance, have been included - Total cost £22,444

8 The £11k required to bring all staff up to the Living Wage has not been included.

9 A computer curriculum consultant has not been included and SDS funding is being sought before finalising appointment.

10 Other than normal kitchen trading no additional income has been included for additional activity such as summer schools etc.

11 No ESIF ( European Funding) Funding has been included.

Page 18 of 43 West Highland College UHI

Budget for year 2015-2016 % of Budget Sales

Note £

Teaching Income A 3,179,629 76.2%

Academic Support Income B 203,965 4.9%

Income from Other Activities C 786,512 18.9%

College Income 4,170,106 100.0%

Teaching Costs A 1,668,692 40.0%

Academic Support Costs B 828,345 19.9%

Other Activities Costs C 548,372 13.2%

3,045,409 73.0%

Management Costs D 994,144 23.8%

Depreciation net of Capital Grants Released 59,690 1.4%

Interest Paid (Received) 21,600 0.5% 1,075,434 25.8%

Surplus/(Deficit) 49,263 1.2%

Note

Teaching Income 3,179,629 Teaching Costs 1,668,692 1,510,937 1,510,937

Contribution 47.5%

Total Salaries 2,585,259

Percentage of Total Expenditure 62.7%

Page 19 of 43 West Highland College UHI

Budget for year 2015-2016

Teaching Department AR TM Total Actual SUMS Annualised Est. 3,962 4,300 8,262 RAMABLE FT Students 137 34 171 Fee Only R-UK 23 23 International 4 4 FTE 164 34 198

£ £ £ SUMS 1,068,729 1,159,923 2,228,652 Net RAM 292,862 105,271 398,133 SASS 397,875 59,320 457,195 RUK 0 0 0 INT 0 0 0 Fees 18,560 7,320 25,880 Other 61,044 61,044 Grants 8,725 8,725 Income 1,839,070 1,340,559 3,179,629

Salaries 523,366 589,896 1,113,262 Materials 34,312 55,025 89,337 Equipment& PC 42,232 12,425 54,657 Stationery 1,780 1,210 2,990 Mobile Phones 1,540 0 1,540 Travel Costs 8,885 6,889 15,774 External Courses 22,744 2,180 24,924 External Instructors 135,347 11,030 146,377 Facilities Hire 26,999 0 26,999 Activities 4,999 0 4,999 Other Costs 854 10,106 10,960 Site Rental - - - Mini Bus Rental 70,910 1,930 72,840 Mini Bus costs Recovery 0 0 0 Certification 1,859 3,120 4,979 SQA 27,151 20,464 47,615 Best Practice Subsidy 1,300 1,200 2,500 Storage 10,997 10,997 Boat Costs - Contingencies 5,000 5,000 Research Recharge 0 - Meetings 0 765 765 Disclosure 5,280 5,280 Student Support 16,977 16,977 Catering 670 670 Marketing 0 0 Employability Contribution 3,900 3,900 Library 5,350 5,350 Total Cost 952,452 716,240 1,668,692 0 Contribution 886,618 624,319 1,510,937 48% 47% 48%

Page 20 of 43 West Highland College UHI

Budget for year 2015-2016

Actual Academic Services Curriculum Learning C Student Quality Total Management Sevices Reg, H&S SUMS ELS Annualised 630 630 RAMABLE FT Students 26 26

SUMS 169,924 169,924 Hosted Students RAM 19,165 19,165 SAAS 14,876 14,876 RUK Fee 0 0 Grants 0 Income 0 0 203,965 0 203,965

Micro Ram 0 Salaries 192,269 183,376 177,409 168,615 721,669 NHC Services 8,171 8,171 Equipment& PC 5,000 750 5,750 Stationery 400 250 300 950 Mobile Phones 1,440 480 1,920 Travel Costs 5,500 1,000 3,000 9,500 Staff Training 35,980 35,980 Graduation ( Net cost) 1,300 1,300 Induction Days 1,500 1,500 Other Costs 6,800 26,105 900 33,805 Internal Recharge 0 Student Support 6,600 6,600 Catering 200 200 Bursary Costs 0 Subscriptions 0 Curriculum Dev 0 Library 1,000 1,000 Total Cost 211,409 183,376 216,114 217,446 828,345

Contribution ( Cost) -(211,409) -(183,376) -(12,149) -(217,446) -(624,380)

Page 21 of 43 West Highland College UHI

Budget for year 2015-2016

Actual

Non Teaching Department Best Employability Research Café Property Total

SUMS Annualised 340 26 366

SUMS 91,570 7,040 98,610 Café Income 75,000 75,000 Research Income 164,652 164,652 Commercial Training 190,610 190,610 Property Services 118,189 118,189 Government Contracts 79,606 59,845 139,451 Income 361,786 66,885 164,652 75,000 118,189 786,512 Cost of sales 30,000 30,000 Course/Contract Costs 172,683 2,895 32,430 208,008 Salaries 97,767 41,880 102,728 46,939 289,314 Research Assoc.Salaries 0 Internal recharge ATM/Quality -(11,000) -(11,000) SQA 0 Equipment& PC 3,500 3,500 Stationery 300 150 450 Mobile Phones 100 100 Travel Costs 1,250 2,500 10,000 13,750 Staff Training 0 Subscriptions 0 Expenses Recovered 0 Other Costs 4,000 7,500 11,500 Bursary Costs 750 750 Marketing 2,000 2,000 Library 0 Total Cost 263,000 48,275 149,158 87,939 0 548,372

Contribution ( Deficit) 98,786 18,610 15,494 -(12,939) 118,189 238,140

Page 22 of 43 West Highland College UHI Management Costs

Budget for year 2015-2016

Actual Budget Admin Department Finance HR Marketing Facilities College Total Gov

Salaries 81,759 90,480 50,403 119,837 118,535 461,014 ICT & Shared Services 6,000 66,000 72,000 FERB Fees 11,188 11,188 Stationery 750 750 300 26,000 27,800 Mobile Phones 250 250 Travel Costs 1,500 650 1,350 1,500 12,000 17,000 Staff Recruitment 15,000 15,000 Audit 0 Professional Fees 1,500 1,500 Subscriptions & Support 140 140 Staff Disclosure 5,000 5,000 Insurances 17,000 17,000 Catering 150 500 650 Bank Charges 0 Marketing 34,723 34,723 Staff Welfare 800 800 Other Income 0 Other Costs 100 500 500 9,000 6,750 16,850 Light & Heat 72,000 72,000 Cleaning 44,000 44,000 Building Repairs/Maint. 64,000 64,000 Property Rent 27,729 27,729 Rates 30,000 30,000 Photocopier 5,000 5,000 Vending 8,800 8,800 Postage 11,000 11,000 Motor Rental & Costs 20,000 20,000 Buying Service 3,700 3,700 Unclaimable VAT 27,000 27,000 Total Cost 84,359 120,970 87,276 552,566 148,973 994,144

Contribution/(Deficit) -(84,359) -(120,970) -(87,276) -(552,566) -(148,973) -(994,144)

Page 23 of 43 Adam's Curriculum Area Outdoor Outdoor EMS Con Soc.Sci Childcare Total ( Exc. Art) HE FE FE FE FE FE/HE SUMS Annualised 756 809 1,050 598 749 3,962 Actual Quarter 0 RAMABLE FT Students 121 16 137

R-UK 23 23 International 4 4 4 FTE 148 0 0 0 0 16 164

£ £ £ £ £ SUMS - 203,908 218,171 283,219 161,368 202,063 1,068,729 Net RAM 255,561 37,301 292,862 SASS 377,315 20,560 397,875 RUK 0 INT 0 Fees 5,400 11,000 2,160 18,560 P/Time FTE 2.5 0 Other Incomes 38,657 20,476 1,911 61,044 Income 632,876 242,565 238,647 290,530 172,368 262,084 1,839,070

Salaries 241,875 56,021 55,582 64,247 53,188 52,453 523,366 Materials 3,480 6,358 20,394 2,318 1,762 34,312 Equipment& PC 11,589 13,980 8,538 6,161 1,734 230 42,232 Stationery 1,170 100 230 280 1,780 Mobile Phones 700 600 240 1,540 Travel Costs 3,125 920 1,380 2,360 200 900 8,885 External Courses 6,996 11,828 3,920 22,744 External Instructors 68,310 36,000 31,037 135,347 Facilities Hire 8,007 13,072 5,920 26,999 Activities 4,999 4,999 Other Costs 854 854 Site Rental 0 Mini Bus Rental 25,860 23,840 18,310 1,500 1,400 70,910 Costs Recovery 0 Certification 1,859 1,859 SQA 4,464 4,123 5,766 4,973 7,825 27,151 Best Practice Subsidy 200 500 600 1,300 Meetings 0 Research Recharge (pv) 0 Storeage 10,997 10,997 Boat Costs 0 Disclosure 2,700 2,580 5,280 Student Support 14,817 2,160 16,977 Catering 670 670 Contingencies 5,000 5,000 Clothing Purchases 3,900 3,900 Marketing 0 Employability Contribution 0 Library 5,350 5,350 Total Cost 403,961 179,322 136,138 101,308 62,413 69,310 952,452

Contribution 228,915 63,243 102,509 189,222 109,955 192,774 886,618 36% 26% 43% 65% 64% 74% 48%

Page 24 of 43 Tracy Matheson Bus Ad Tourism B A Music ESOL Spec Needs Creative Art Total FE/HE FE/HE HE FE FE/HE SUMS Annualised 672 1,734 1,073 821 4,300

RAMABLE FT Students 14 10 10 34

R-UK 0 International FTE 14 10 10 0 0 0 34

£ £ £

SUMS 181,252 467,829 289,453 221,389 1,159,923 Net RAM 29,484 21,060 27,871 26,856 105,271 SASS 17,990 12,850 18,200 10,280 59,320 RUK 0 INT 0 Fees 5,580 1,740 7,320 Grants 8,725 8,725 Income 234,306 501,739 46,071 8,725 289,453 260,265 1,340,559

Salaries 103,670 222,177 21,066 4,942 120,924 117,117 589,896 Materials 6,732 34,566 280 120 4,460 8,867 55,025 Equipment& PC 1,610 7,720 480 400 2,215 12,425 Stationery 380 290 120 40 140 240 1,210 Mobile Phones 0 Travel Costs 1,842 3,347 600 1,100 6,889 External Courses 2,180 2,180 External Instructors 860 10,170 11,030 Facilities Hire 0 Activities 0 Other Costs 2,655 4,701 1,200 400 700 450 10,106 Site Rental 0 Mini Bus Rental 640 500 400 390 1,930 Mini Bus costs Recovery 0 Certification 3,120 3,120 SQA 5,238 5,931 558 3,278 5,459 20,464 Best Practice Subsidy 600 600 1,200 Meetings 0 Disclosure 285 480 765 Student Support 0 Catering 0 0 Employability Contribution 0 Library 0 Total Cost 123,052 284,532 23,146 6,060 132,362 147,088 716,240

Contribution 111,254 217,207 22,925 2,665 157,091 113,177 624,319 47% 43% 50% 31% 54% 43% 47%

Page 25 of 43 West Highland College UHI Budget : Year Ended 31st July 2016

Cash Flow for Year 1st August 2015 - 31st July 2016

Budget Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow Cash Flow 1/8/15 - 31/7/16 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug14-July 16

INCOME

SFC - SUM's 2,497,186 224,747 249,719 224,747 224,747 199,775 224,747 99,887 99,887 324,634 199,775 224,747 199,775 2,497,186 UHI RAM (Net) 417,298 37,557 41,730 37,557 37,557 33,384 37,557 16,692 16,692 54,249 33,384 37,557 33,384 417,298 SAAS Fees 472,071 472,071 472,071 Other Income 783,551 65,296 65,296 65,296 65,296 65,296 65,296 65,296 65,296 65,296 65,296 65,296 65,296 783,551 Total General Income 4,170,106 327,599 356,744 327,599 327,599 298,455 327,599 653,946 181,875 444,179 298,455 327,599 298,455 4,170,106 CAPITALGRANT INCOME Capital Grant Released 0 Total Grant Income 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL INCOME 4,170,106 327,599 356,744 327,599 327,599 298,455 327,599 653,946 181,875 444,179 298,455 327,599 298,455 4,170,106

EXPENDITURE

Staff costs non teaching 1,489,797 124,150 124,150 124,150 124,150 124,150 124,150 124,150 124,150 124,150 124,150 124,150 124,150 1,489,797 Staff costs teaching 1,113,262 92,772 92,772 92,772 92,772 92,772 92,772 92,772 92,772 92,772 92,772 92,772 92,772 1,113,262 Other costs 1,464,094 122,008 122,008 122,008 122,008 122,008 122,008 122,008 122,008 122,008 122,008 122,008 122,008 1,464,094 0 TOTAL EXPENDITURE 4,067,153 338,929 338,929 338,929 338,929 338,929 338,929 338,929 338,929 338,929 338,929 338,929 338,929 4,067,153

PROFIT(Excluding Depreciation) 102,953 -11,330 17,815 -11,330 -11,330 -40,475 -11,330 315,017 -157,054 105,249 -40,475 -11,330 -40,475 102,953

Capital Expenditure - 0 - Non Qualifiying SFC 0 - SFC Qualifying 30,669 30,670 30,670 30,670 122679 Sale of land - An Aird 175,000 175000 SFC Capital Maintenance Grants 30,669 30,670 30,670 30,670 122679 Term Loan Repayments 2,419 2,419 2,419 2,419 2,419 2,419 2,419 2,419 2,419 2,419 2,419 2,419 29028 Kitchen Loan Repayments 2,849 2,849 2,849 2,849 2,849 2,849 2,849 2,849 2,849 2,849 2,849 2,849 34188

Opening position 1st August 2015 266,042 -16598 12547 -16598 -16598 129257 -16598 309749 -162322 99981 -45743 -16598 -45743

Closing position 249,444 261,991 245,393 228,795 358,052 341,454 651,203 488,881 588,863 543,120 526,522 480,779

Page 26 of 43 PROPOSED CAPITAL EXPENDITURE PLAN - 2015-2016

Capital Works

Priority 1 Priority 2 Priority 3 Location Total Property IT Other Property IT Other Property IT Other Fort William 9100 20600 7603 17992 1873 £57,168 Portree 1476 £1,476 Auchtertyre £0 Ullapool £0 Kilchoan £0 Gairloch £0 Mallaig £0 Broadford £0 All Locations £0 SOAS 1689 35269 £36,958

Total 9100 22289 42872 1476 17992 1873 0 0 0 £95,602

Page 27 of 43 Maintenance Works

Priority 1 Priority 2 Priority 3 Location Total Property IT Other Property IT Other Property IT Other Fort William 2200 850 £3,050 Ullapool 150 £150 Kilchoan 1500 £1,500 Mallaig 2600 £2,600 Broadford 1500 £1,500

Total 6300 0 0 1000 0 0 1500 0 0 £8,800

Capital Works £95,602 Write Down of Capital Goods Scheme £17,216 Maintenance Works £8,800

£121,618

Funding:- Money released at end of qtr ? Qtr 1 - 1st July 30404 Priority 1 80561 HE £25,373 Qtr 2 - 1st Oct 60809 Priority 2 22341 FE £97,306 Qtr 3 - 1st Jan 91212 Priority 3 1500 £122,679 Qtr 4 - 1st Apr 121618

Page 28 of 43 Breakdown

Capital Equipment

Priority 1 Priority2 Priority 3 Fort William Re-configure layouts to Rooms F1 & F3 to include replacement furniture to seat 30, provide single exit and entry door and install large 60" TV screens for improved visual display. One screen to be touch panel and act as smartboard 3375 9873 Re-configure small VC rooms to form 5 individual spaces, to include 2 additional PC's and 4No monitors 9700 Replacement PC's and software for Music 8000 height adjustable desk for wheelchair user 500 Facilitate hot desk working in SOAS purchasing laptops and docking stations, smaller more suitable desks and storage. Purchase smaller desks to facilitate additional staff in SOAS office (10) 6180 Purchase industrial overlocker & sewing machine for Fashion and Design. Re-configure room & furniture to better suit curriculum, 2 additional sewing machines 3548 Mallaig Replace desktop PC's with laptops 6000 Portree Installation of smoking shelter 1476 Broadford & Install short throw projector in teaching room Mallaig 1992 All Locations Replacement PC's over 5 years old 8000

Page 29 of 43 Performance and Analysis of Specialist Skills - biomechanics and SOAS kinematics video capture and analysis equipment, as well as other data gathering equipment, such as pressure sensors. Adventure 5460 Performance Key fitness testing equipment: 3335 & Coaching Laptop 700 High speed camera 989

2 small river boats 900 9 sea kayaks from Pyranha trade account plus delivery, £1058 each, up to full fleet 16 boats 8464 4 royalex canoes from Canoe and Kayak, up to full fleet 16 boats 4800 Canoe outfitting - foam blocks, kneeling thwarts 720 SOAS 3 x shed boat storage 6mx6m (WWK, Sea Kayak, Open Canoe - steel or timber, approx price. TBC - may be positioned behind leisure Adventure centre 4000 Tourism Canyoning specialist rescue kit 200 Management Trangia gas converters 700 Kayak airbags - front 240 30 Gul Steamers approx prices 4500 30 neoprene boots approx prices 990 30 neoprene hoods prices 510 30 neoprene gloves prices 450

Maintenance Breakdown Priority 1 Priority2 Priority 3 Fort William Lay paved path from kit room door to rear pavement 850

Paint loch facing wall 2200 Ullapool Shelve out understairs cupboard 150 Mallaig Installation of new up and over door 2600 Kilchoan Decoration of interior and exterior 1500 Broadford Decoration of interior and exterior 1500

Page 30 of 43 WEST HIGHLAND COLLEGE UHI RISK REGISTER AND ANALYSIS @ 16 SEPTEMBER 2015 FOR REVIEW BY AUDIT COMMITTEE ON 22 SEPTEMBER 2015

Each risk is rated, based on likelihood of the risk happening (5 = frequent or very likely; 1 = infrequent very unlikely) and its level of impact (5 = catastrophic; 1 = insignificant).

Ratings: RED-20/25; AMBER-12/19; GREEN-under 12

The register has been divided into three parts: the first contains risks rated 16 and over; the second risks below 16; the third contains risks removed; proposed changes are highlighted in yellow

PART 1: RISKS RANKED 16-25

DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL RESIDUAL DATE FOR NEXT NEW/REVISED (LIKELIHOOD RISK RATING REVIEW BY BOARD RISK * IMPACT) (L*I) 1. Finance

1.1 Implications Reduction in grant income. Principal 5x5=25 Develop and implement savings plan; 5x4=20 20 October 2015 following from SG Reduction in staffing. RED identify opportunities to increase RED Spending Review and Reduction in course income (Business Development Unit SG College agenda provision. created in May 2013 with income Long-term viability of College targets agreed annually. Regular monitoring and cost control; modelling of potential scenarios and contingency planning 1.6 Reduction of value Loss of income with budget Principal 5x4=20 Liaison with UHI EO on RAM model 5x4=20 20 October 2015 per student unit of implications; RED and with SFC via Regional Chair and RED funding for FE and HE Viability of the breadth of FE Colleges Scotland Working Groups on and HE programmes likely to Funding Review affecting FE unit be seriously affected pricing, remoteness funding and student support funding

1.13 Implications from Significant increase of staff Principal 5x5=25 Together with FERB and Colleges 5x4=20 20 October 2015 new risk agreed 27 introduction of national costs through potential RED Scotland Board and Principals Group, RED June 2013 pay bargaining national harmonisation of influence shape of national pay staff pay, terms and bargaining model, transition and conditions; worst case funding scenario will affect college's mission, estate and income to a business critical extent 1.14 Implications of Reduction of 18 funding Principal 5x5=25 Together with FERB, Colleges 5x4=20 20 October 2015 new risk agreed 27 introduction of new groups to 4 or 5, plus price RED Scotland Board and Colleges Scotland RED June 2013; funding model for FE efficiencies, may lead to Principals' Group, influence detail, reduction in college income timing and transition of proposed based on the college's SUMs funding reform; model impact once profile relevant detail is available from SFC

Page 31 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL RESIDUAL DATE REVIEW BY NEW/REVISED (LIKELIHOOD RISK RATING BOARD RISK * IMPACT) (L*I) 1.16 Failure to Inability of the college to Principal 4x5=20 Stringent project management to 3x5=15 20 October 2015 New risk proposed implement the full repay 400K loan; risk to ensure control of build project; control AMBER 30 June 2015 business plan for the financial sustainability; risk to of planned student numbers for kitchen investment in curriculum plan; professional cookery; control of café Fort William turnover and costings/margins; development and implementation of full commercial income generation plan for café space 9.9 Impact of UHI Change to UHI articles Principal 4x5=20 Working through FERB to secure fair 3x5=15 20 October 2015 New risk agreed 18 strategic re-alignment, Change to post-16 Act and RED and transparent governance AMBER December 2014 including college current regional governance throughout the region mergers with Executive arrangements Influence strategic plan 2015-2020 to Office Potential loss of influence on secure regional perspective, including partnership working within recognition of the needs of the West UHI Highlands Potential loss of influence to Work towards a strategic alliance with secure adequate resources other colleges in the West Highlands to meet the needs of the to enhance ability to secure resources West Highlands to meet the needs of West Highland communities for further and higher education 1.15 Impact of re- Whilst not directly applicable Principal 4x4=16 Together with FERB and Colleges 3x4=12 20 October 2015 new risk agreed 27 classification of to non-incorporated colleges AMBER Scotland, influence mitigation of ONS AMBER June 2013 colleges as public (i.e. WHC), impact on WHC decision on college sector; sector of the majority of college Establish through dialogue with SFC sector being reclassified not potential impact on WHC (funding clear yet. cycle, reserves, planning, borrowing, strategic investment) 2. Operational Management

2.5 Failure to provide College operations suffer Principal 4x4=12 strengthened middle management 3x4=12 20 October 2015 Risk upgraded from support for operational due to regionalization AMBER staffing following re-structuring; AMBER GREEN to AMBER management during the agenda requiring excessive management development on 27 June 2013 structural change staff time with insufficient programmes in place for ELT and process of management time/capacity operational management teams regionalisation available 3. HR

3.2 Inefficient Increased cost of delivery ELT as 4x4=16 Implementation of developed minimum 2x4=8 20 October 2015 deployment of staff per line AMBER contact hours for teaching staff. GREEN managem Regular monitoring of relevant KPIs ent responsibil ities

Page 32 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL RESIDUAL DATE REVIEW BY NEW/REVISED (LIKELIHOOD RISK RATING BOARD RISK * IMPACT) (L*I) 4. Estates

4.3 Failure to secure Inability to deliver agreed 3 Director of 4x4=16 Fully utilise existing estate; utilise 4x4=16 20 October 2015 Revised risk agreed sufficient capital year curriculum plan; Finance & AMBER reserves to facilitate planned AMBER 10 December 2013 funding to provide Corporate curriculum growth; seek relevant necessary facilities for Affairs external/commercial partnerships to planned curriculum invest in facilities and equipment ; growth ensure political and key agency lobby to support college investment plans 4.5 Failure to secure Inability to deliver contracted Director of 5X4=20 Shared services project for ICT is 4X4=16 20 October 2015 NEW RISK reliable ICT infra- delivery; Finance& RED likely to deliver improved UHI ICT AMBER AGREED 10 structure for VC Inefficient access to Corporate strategy, distribution of resource; BT DECEMBER 2013 meetings and online curriculum and class size; Affairs/Pri investment in broadband in West course delivery inefficient communications ncipal Highlands

4.6 Failure to realise Inability to provide sufficient Principal/D 5X4=20 Option to pursue AnAird development 2X4=8 20 October 2015 NEW RISK planned student student accommodation in irector of RED as stand-alone project with GREEN AGREED 14 APRIL accommodation block Fort William, leading to Finance & commercial provider; OR: input to UHI 2015 at AnAird inability to attract students Corporate revised business plan to finance from outwith Fort William to Affairs project with Scottish Government study on degree and FE assistance courses 6. Curriculum/ Quality 6.1 Lack of retention of Student withdrawals. Vice 4x4=16 Ensure best possible learning 4x4=16 20 October 2015 students Reputational damage. Principal AMBER experience. AMBER Reduction in recruitment. Academic Monitor Retention via the Learning and Reduced funding for Affairs Teaching strategy. Implement HE and Bursaries. FE retention plan; Advise Students at application stage that bursaries are means tested and that funds are limited. Student engagement formalised 7. Engagement/ Communication 7.2 Lack of business Reduction in input to courses Director of 4x4=16 Ensure full engagement with the 3x4=12 20 October 2015 engagement so less relevance and Finance AMBER business community. AMBER student placement on and TNA workforce development project in courses. Corporate place. Affairs/Bus LAGs engagement iness Business Development Unit created in Developm May 2013 with income targets agreed ent annually Manager

Page 33 of 43 PART 2: RISKS RANKED 15 OR LOWER

DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY NEW/REVISED RISK (LIKELIHOOD BOARD * IMPACT) 1. Finance 1.3 Failure to meet College will be under Assistant 2x4=8 Develop and implement appropriate and 20 October 2015 planned student funded through SUMs Principal: GREEN quality marketing and recruitment plan. recruitment targets. which will affect budget. Curriculum Ensure courses are demand led. Increase (FE) Could lose SUMs outreach activity, including school and allocation for next and business interactions. Mitigate impact of future years. ILA changes on part-time courses. Regular monitoring through SMT 1.4 Failure to meet Loss of income with Assistant 2x4=8 Develop and implement appropriate quality 20 October 2015 planned student budget implications Principal GREEN marketing and recruitment plan. Ensure recruitment targets. Curriculum good experience to aid retention. (HE) Recruitment target for 2012 met and exceeded. 1.5 Reduction in funded Loss of income with Principal 3x4=12 Significant engagement with UHI Executive 20 October 2015 New AMBER Risk upgraded numbers for HE degree budget implications and, AMBER Office and Partners to highlight implications from GREEN on 27 June 2013 provision potentially, no first year for WHC. intake of students. Additional growth activity provided to UHI Staff redundancies. by SFC has reduced this risk

1.8 Failure in efficiency Increased costs of AP Curriculum 3x5=15 Regular monitoring of KPIs by SMT. 20 October 2015 of course management delivery AMBER Review by Board Poor deployment of staff 2. Operational Management 2.1 Failure to fully Poor quality delivery; SMT as per 2x5=10 Systems identified and adopted. 20 October 2015 implement key systems. inefficiencies in delivery responsibilities GREEN Relevant resources allocated in Plan. (Finance, HR, ICT, and admin; inability to Training planned Quality) progress WHC to standard required 2.2 Failure to meet High levels of external Principal 3x5=15 Adoption of further essential governance 20 October 2015 strategic and scrutiny and potential AMBER and management practices. (Informed by operational standards implications for reduction ‘Fundable Body Criteria’) expected of a Fundable in funding. Further development of policy and Body procedures. Review and implementation of Strategic and Business Plans 2.3 Failure to comply Litigation. Principal 2x4=12 Provision of support from FEDD 20 October 2015 Revised risk rating agreed 10 with legal obligations High levels of external GREEN December 2013 scrutiny 2.4 Failure to develop a Inability to respond to Principal 1x3=3 Development of Disaster Recovery Policy 20 October 2015 Disaster Recovery business disruption GREEN Policy appropriately

Page 34 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY NEW/REVISED RISK (LIKELIHOOD BOARD * IMPACT) 3. HR

3.1 Failure to recruit Lack of quality staff will Director of 2x4=Green Ensure conditions are competitive with 20 October 2015 Revised risk rating agreed 10 required new staff lead to reduction in quality Finance and similar organisations; manage staff in spirit December 2013 of offering. Corporate of IIP. Affairs/HR Implement good HR resources to ensure Manager good practice.

4. Estates

4.1 Under-utilisation of Lack of demand for SMT as per 3x4=12 Student activity apportioned across centres. 20 October 2015 Learning Centres curriculum. responsibilities AMBER Effective curriculum planning. Low impact on local economic need/opportunity

4.4 Lack of public Reduced student Finance 3x4=12 Liaison with Highland Council and other 20 October 2015 transport to access numbers; reduced Director AMBER providers over public transport provision, learning centres income; inability to deliver particularly in Skye and Wester Ross SUMs;

6. Curriculum/ Quality 6.2 Failure to meet Refusal for student Ass Principals: 2x4=8 Regular monitoring of relevant KPIs 20 October 2015 desired standards of certification. Curriculum/QLT GREEN delivery Course revalidation Reputational damage 6.4 Overprovision of Reduction in funded Ass Principal 3x4=12 Develop curriculum strategy and review 20 October 2015 curriculum delivered to activity; potential Curriculum AMBER methodology; set college limit on schools Schools which is reduction in courses and activity; double-funded by Local inability to meet SUMS Authority target

6.5 Failure to secure Inability to further grow Principal 1X4=4 Continue to negotiate further resource for 20 October 2015 Amended risk rating and additional SUMs/HE and develop West strategic growth through SFC, FE regional mitigation agreed 10 FTE for strategic Highland College UHI board/UHI. Continued Development of December 2013 growth provision in line with business case for strategic growth for SFC demographic and economic need and demand beyond growth allocated to 2016

Page 35 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY NEW/REVISED RISK (LIKELIHOOD BOARD * IMPACT) 7.1 Maintaining internal Progress constrained; Principal 2x4=8 Regular briefings at all levels from board 20 October 2015 communication disaffected staff and GREEN down; clear planning processes and students; failure to outputs involving all staff; leadership achieve objectives development programme. All staff team- building events planned.

7.3 Withdrawal of Inability to achieve Board 3x4=12 Stakeholders involved in strategic planning 20 October 2015 political support developments as planned AMBER process; communication with key individuals and organisations; positive marketing/PR action. Planned engagement with Community Engagement Groups

9. Corporate Governance

9.1 Number of Board Lack of detailed scrutiny College 3x3=9 Effective Board recruitment process and 20 October 2015 members with and lack of focus on Secretary GREEN training (initial and on-going) of Board insufficient skills to strategic direction members, linked to Committee provide necessary responsibilities; ensure Relevant expertise scrutiny across all strategic areas - legal, HR, finance, audit, academic, skills matrix

9.2 Board members fail Potential mission drift College 2x4=8 Identify Board performance issues through 20 October 2015 to exercise due Secretary/ GREEN Board self-evaluation diligence/independent Principal scrutiny

9.3 Board members Lack of independent College 2x4=8 All communication with college personnel 20 October 2015 become involved in scrutiny; impaired Secretary/ GREEN via Principal/College Secretary; Board self- operational operational effectiveness Principal evaluation; management of SMT

9.4 Board is overly Insufficient scrutiny to College 2x2=4 Ensure balance of internal and external 20 October 2015 influenced by Senior ensure strategic aims are Secretary GREEN audit systems are in place; Management met

9.5 Failure to evaluate Mission drift; lack of College 3x3=9 College Secretary to ensure regular Board 20 October 2015 own performance effective and efficient Secretary GREEN self-evaluation; internal auditors to monitor governance; lack Governance performance; of/insufficient scrutiny

Page 36 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY NEW/REVISED RISK (LIKELIHOOD BOARD * IMPACT) 9.7 Failure to maintain Possible litigation; College 2x4=8 College Secretary maintaining professional 20 October 2015 currency of governance reputational damage to Secretary& GREEN expertise on legal compliance areas; structure in line with college Principal Periodic internal audit for legal compliance; legal requirements sufficient access to legal advice;

9.8 Ensuring Board and Insufficient strategic College 2x4=8 Ensure committees and Board are 20 October 2015 Committees are direction and scrutiny Secretary GREEN sufficiently peopled, meetings scheduled in quorate and thus good advanced, appropriate agendas tabled and governance maintained information circulated

Page 37 of 43 PART 3: RISKS REMOVED FROM RISK REGISTER

DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY DATE RISK REMOVED BOARD

1.9 Changes in ILA Reduced student Principal 4x5=20 Lobbying to reverse changes in eligibility 27 June 2013 27 June 2013. eligibility criteria numbers; loss of fee criteria; alternative ways to fund part-time income; inability to deliver RED courses; SUMs; reduction of part- time portfolio of courses; viability of learning centres and staff employed there;

1.2 Failure to draw Unable to meet financial Director Finance 2x4=8 Continue discussions with SFC to ensure 27 June 2013 27 June 2013. down transitional requirements to complete payment profile is agreed. funding in agreed transition in expected GREEN timescale timescale Responsibilities allocated within SMT with regular monitoring of progress across all budget lines

1.10 Griggs Report Loss of almost 50% of Director Finance 3x5=15 Lobbying of Cabinet Secretary for Education 27 June 2013 27 June 2013. Implementation: current liquid assets; via Chair/Scotland’s Colleges not to Restriction of college inability to make future AMBER implement Griggs Report in this regard; liquid reserves at 10% investment of turnover Convert liquid assets into fixed assets (estate and equipment)

8.1 Lack of planned Inability to deliver planned Project Director 3x4=12 Agree handover date. 27 June 2013 27 June 2013 accommodation activity Highland AMBER Identify alternative accommodation for full (NCETM Partner Council time students within PHS/ALC. Project) Undertake physical and technical inspection of identified building. 8.5 Failure to recruit Lack of quality will lead to Project Director 2x5=10 Successful recruitment completed 27 June 2013 27 June 2013 necessary staff unacceptable quality of GREEN (NCETM Partner offering Project)

1.7 Withdrawal of Loss of rental income Principal 4x2=8 Maintain good communications with IC; 10 December 2013 10 December 2013 Inverness College from GREEN Mitigation through additional SFC growth their provision SUMs for 2013-16.

Page 38 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY DATE RISK REMOVED BOARD

1.11 Portree Estates Increased costs of Director Finance 3x4=12 Robust project management; budget review; 10 December 2013 10 December 2013 development: risk of development impacting AMBER allocated reserves; contract management budget over-run negatively on college’s reserves and reputation 1.12 Through purchase Insufficient funding Finance Director 1x5=5 Maintain robust operational plan generating 10 December 2013 10 December 2013 of land at An Aird, available to meet GREEN additional reserves failure to retain operational needs of the sufficient liquid funds to college enable business to meet its targets

4.2 Poor quality Diminished student Finance director 3x4=12 Make best possible use of current resources 10 December 2013 10 December 2013 resources and facilities offering; less attractive for AMBER and facilities and implement new estates new students. plan.

5.1 Adequate funding Development cannot Project Owner 2*4 = 8 Risk will be overtaken once final approval is 10 December 2013 10 December 2013 for development is not proceed GREEN granted by SFC secured SFC approved in principle; approval required from SFC for Decision Point 4 Report – report to be submitted 18th February WHC UHI has agreed ring-fenced funds – final costs to be met from reserves; approved at board meeting 15th February ERDF funding has been approved and letter of offer returned

5.2 Construction costs Damage to college’s CDMM/FM 2 * 5 = 10 Accurate cost estimation, tight contractual 10 December 2013 10 December 2013 escalate beyond reputation; risk to college GREEN arrangements, effective control of ‘extras’. approved sum cash reserves Extensive site surveys carried out to reduce risk of additional work and therefore cost in sub-structure works PM/SMT Contingency sum of £66.3k within project budget; sum is under control of project manager, not the contractor Facilities manager going over fine detail of electrical fitting drawings with CDMM. Professional, costed drawings produced for kitchens and hairdressing in place.

5.3 Functionality is PO/SMT/PM 1*5 = 5 Good user consultation, careful attention to 10 December 2013 10 December 2013 unsatisfactory GREEN design, contractor monitoring during construction

Page 39 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY DATE RISK REMOVED BOARD

5.4 Design is inflexible PO/SMT/PM 1*5 = 5 Ensure ‘future proofing’ is a specific 10 December 2013 10 December 2013 for future uses GREEN objective of design Flexible space designed. 5.5 Completion is PM/CM/Architect 3*5 = 15 Tight contractual arrangements and 10 December 2013 10 December 2013 delayed AMBER monitoring Control of ‘extras’- changes to design post PM/SMT contract agreement are most likely cause of time delays. Liquidated damages clause in construction contract ; penalty calculated on potential loss of income @£7.5k per week Contingency plan for continuing decant location

5.9 Limited accessibility Individuals or groups PO/SMT/PC 1*4=4 Ensure suitable design and location of 10 December 2013 10 December 2013 excluded; not meeting GREEN facilities, also relevant curriculum available equality and diversity when needed targets; college reputation affected 8.2 Failure to recruit Project would be Project Director 4x5=20 Robust and early marketing – planned and 10 December 2013 10 December 2013 planned student underfunded and liable to RED agreed by WHC marketing dept and Project numbers reduction or withdrawal of Director agreed Government Ensure appropriate bursary funding funding. package in place for fulltime students Demand shortfall would Regular progress on enquiries, enrolments jeopardise long term to identify courses/activities that appear to sustainability; have little or no demand so alternative Failure of the project may options can be agreed and arranged have reputational damage Revised business plan prepared for WHC;

8.3 Failure to generate Additional activity Project Director 4x3=12 Impact would not affect core provision. 10 December 2013 10 December 2013 additional funds via undeliverable and AMBER Trust sustainability of project threatened 8.4 Failure to manage Overspending results in Finance Director 3x4=12 Project Board established and finance 10 December 2013 10 December 2013 income and expenditure uneconomical project and AMBER reporting and monitoring in place. efficiently and within ultimate withdrawal of Independent review process established. planning guidelines agreed government funding

Page 40 of 43 DESCRIPTOR IMPLICATIONS OWNER RATING MITIGATION/CONTROL DATE REVIEW BY DATE RISK REMOVED BOARD

8.6 Highland Council Further reduction from Project Director 3x4=12 Business plan developed based on 10 December 2013 10 December 2013 cost reductions affect agreed funding would AMBER assurances from HC viability threaten the viability of the project

8.7 Failure to meet long Ultimate closure of Project Board 4x5=20 Early representation(SFC) for appropriate 10 December 2013 10 December 2013 term objectives for NCE/WHC project in 2015 RED WSUMs funding via regionalisation agenda sustainability of the for part time and fulltime courses project Develop exit plan with relevant parties

5. Portree Risk removed April 2015 Development 5.6 Lack of demand for Low uptake of courses; PO/SMT 2*5=10 Match curriculum to need/opportunity 14 April 2015 Risk removed April 2015 curriculum SUMS not used; college GREEN through research, consultation, effective reputation adversely marketing etc affected 5.7 Operations are Reputation of college; PO/SMT/centre 2 * 5 = 10 Ensure good income from course delivery, 14 April 2015 Risk removed April 2015 financially lack of SUMs usage; managers GREEN and sound cost control unsustainable students and Additional SUMs budget for development of stakeholders dissatisfied Portree curriculum 5.8 Low impact on local College strategic aim not PO/SMT 2*4=8 Ensure good income from course delivery, 14 April 2015 Risk removed April 2015 economic need/ met GREEN and sound cost control Opportunity Additional SUMs budget for development of Portree curriculum

5.10 Low or limited Poor stakeholder PO/SMT 2*4=8 Ensure effective consultation from design 14 April 2015 Risk removed April 2015 benefits to partners satisfaction; college GREEN through to implementation reputation affected

5.11 Overall lack of Poor learner and PO/Project 2*5=10 Regular focus at high level, with remedial 14 April 2015 Risk removed April 2015 focus on stakeholder satisfaction; Board/SMT GREEN action when required outcomes/impacts college reputation Discipline of schedule of post-occupation affected evaluation as required by SFC 6.3 Failure to achieve Loss of reputation and Ass Principal 2x4=8 Review and implement a quality 14 April 2015 Risk removed April 2015 quality assurance business. QLT GREEN enhancement plans managed through measures High external scrutiny by Academic Quality and Standards HMIe. Committee. External support through FEDD & shared services

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