STRATEGIC PLAN
2019 - 2024
ISSUE & VALID Issue Date : 01.09.2019 Valid to : 31.07.2024 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
GREAT RESULTS COME FROM GREAT PLANS.
WELCOME TO Pembrokeshire College’s Strategic Plan 2019-2024 sets an ambitious vision for our development over the next 5 years. Our focus remains on providing first class education and Pembrokeshire training to ensure that we best prepare our learners for higher levels of study or the world COLLEGE of work.
The College’s reputation has grown locally, regionally and nationally over the period of the previous Strategic Plan as evidenced by the increase in full time enrolments and apprenticeships. We have highly qualified staff with industry experience and knowledge whose focus is on supporting and ensuring our learners receive a high quality experience. We deliver high standards of education and training as evidenced by ‘Good’ and ‘Excellent’ judgements in Estyn WBL and Further Education inspections in 2015 and 2017 respectively and outcomes are consistently above national comparators. We are financially strong which Caroline Oakley MBE Chairman of Corporation Board enables us to invest in excellent facilities and resources having completed the build of a new £6.5 million Campus6 Centre and Sports Hall in 2017. We are currently implementing plans to enhance the learner environment with a further £7.6 million of new build and refurbishment over the period of this Strategic Plan with financial support from Welsh Government. As a College we are committed to the Welsh Government’s agenda of working in collaboration with our partners especially the County Council and Pembrokeshire Schools in order to ensure that learners in the county have access to the widest range of academic and vocational opportunities.
This strategic plan has been created following an extensive consultation with a range of Dr Barry Walters Principal stakeholders including employers, staff, students, the Pembrokeshire College Advisory Forum and the College Governing Body. We look forward to its implementation.
2 PEMBROKESHIRE COLLEGE STRATEGIC PLAN PAGE OF CONTENTS
02 WELCOME
04 CONTEXT & ENVIRONMENT
08 OUR MISSION
09 OUR CULTURE & VALUES
10 STAFF EXCELLENCE
12 STUDENT EXCELLENCE
13 STRATEGIC GOALS
14 OPPORTUNITIES & CHALLENGES
16 DELIVERING THE GOALS
19 MEASURING SUCCESS
3 PEMBROKESHIRE COLLEGE STRATEGIC PLAN CONTEXT & ENVIRONMENT
WHERE WE ARE
Pembrokeshire College is a dynamic and high quality provider of further, higher and work-based education and training with nearly 2,000 full-time and 13,000 part-time learners and apprentices. The College employs over 500 talented and dedicated staff who are well-qualified, supportive and who care passionately about their students. Pembrokeshire College offers a comprehensive academic and vocational offer, covering all curriculum areas, including the priority sectors of Health and Care, Engineering, Construction, Food and Farming, Life Science, Information Communication & Technology, Finance, Tourism, Hospitality, Catering and Creative Arts.
The College’s impact reaches across south Wales - as we lead a Consortium of private training providers and colleges for the delivery of Work-Based Learning (WBL) Apprenticeships and Traineeships, working with more than 3,500 employers. The high priority given to the skills agenda by the Welsh Government has prompted the College to capitalise on its expertise in WBL leading to a significant expansion in this provision. As the Consortium lead, WBL is becoming an ever increasing proportion of the College’s activity which emphatically delivers occupationally competent individuals into the workforce. Pembrokeshire College currently holds the third largest contract for Apprenticeships and Traineeships in Wales and plans to maintain its presence in this sector when the new WBL contract is tendered in 2019. Linked with this is our focus on the agenda to re-engage individuals with the workplace, which we do through our employability programmes and the Employability Bureau.
4 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
INVESTING IN EDUCATION
We are proud of our educational heritage and are aspirational about our future. The College is mainly based on one campus in Haverfordwest but there are smaller offices for outreach work- based in Pembroke Dock and Milford Haven. We have excellent facilities and resources and have invested over £2.3 million in engineering, hospitality and IT resources since 2016/17.
We are financially strong, which enables us to invest in our College as can be seen by the new £7million CAMPUS6 Centre opened in September 2017 which was jointly funded by Welsh Government. The College has recently had a £7.4 million envelope of funding approved by Welsh Government in relation to further reinvestment into the current campus which will see refurbishment with state of the art classrooms, engineering workshops, learning resource areas and social spaces.
Most importantly, we deliver high standards of education and training as evidenced by ‘Good’ and ‘Excellent’ judgements in both Estyn Further Education (2017) and Work-Based Learning (2015) inspection reports. Indeed, for the overarching Key Questions and sub Key Question quality indicators both inspections achieved 9 ‘Good’ Judgements and 6 ‘Excellent’ judgements. Leadership and Management in both inspections was deemed to be ‘Excellent’.
5 PEMBROKESHIRE COLLEGE STRATEGIC PLAN CONTEXT & ENVIRONMENT
A CULTURE OF ASPIRATION
As a College, we are committed to developing a ‘culture of aspiration’ The economic infrastructure in the county is one that is dominated for our students, employers and communities. Our 2019-2024 plan by small businesses and those who are self-employed. However, the could not be predicated on a better start, with excellent A-level multi-national businesses based on or around the Haven waterways and Extended Diploma results for 2018, 22% of A-level entries form an extremely important part of the economic make-up of the achieving A or A*, 84% of A-level entries achieving an A*-C at a county, through which a significant proportion of the UK’s oil and time when our A2 and AS level cohort has increased to well over gas is imported. In addition, alternative green energy enterprises 300 students and when we are offering 27 courses. Large numbers are also developing in the south of county including wave and of A-level learners progress to universities including Russell group tidal energy and the College is exploring training opportunities in institutions. In terms of A-level Value Added the College recently these areas. The College has developed an extensive curriculum received certification from ALPS (A-level Performance System) as in further and higher education and apprenticeships around this we have a three year Value Added score that indicates our results sector’s requirements. The engineering sector is therefore key for are in the top 25% of 2,580 schools and colleges across the UK. Pembrokeshire largely because of the energy industry and currently, Likewise vocational results are equally impressive with 31% of there are in excess of 1600 people employed in the area. Extended Diploma students achieving Distinction*/Distinction grades. Over 100 vocational learners also progress to university Use of economic modelling software which predicts job growth demonstrating that A-levels are not the only route to higher levels over the next five years, suggests sectors such as Electrical and of learning. Apprenticeship outcomes are equally strong both for the Electronic Engineering are predicted to grow by 10% in terms of jobs College and also for the Consortium that we lead being consistently and Mechanical Engineering opportunities are predicted to grow at, or above national comparators. by 8%. Another developing engineering area is in food technology and the College is launching a food processing and maintenance apprenticeship route and a new Further Education programme in September 2019 in order to meet the needs of this developing A RESPONSIVE CURRICULUM sector. One of the largest growth areas over the next 5 years will
Pembrokeshire College will develop and deliver curriculum that be in digital technologies. The requirement for programmers and responds to the economic requirements of Pembrokeshire, West Software Development Engineers is predicted to grow by 52% in Wales and beyond. The College focus is very much on many of terms of jobs within the south west Wales region. the Welsh Government’s priority sectors of Advanced Materials & Manufacturing, Tourism, Life Sciences, ICT, Energy and the Whilst the population of Pembrokeshire of circa 125,000 Environment, Food and Farming, Creative Industries, Construction (with approximately 55,000 in work), will remain somewhat and Financial Services - sectors which are also of regional significance unchanged over the next five years, there will be a notable as outlined in the Regional Learning and Skills Plan. ageing demographic. The Regional Employment and Skills Plan highlights many of the challenges that the South West faces in the future with GVA in the region lagging behind other regions across the UK and an ageing population – those over the age of 65 accounting for 22% of the population in the South West. This will in turn require a replacement workforce.
6 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
With this ageing demographic the Health and Social Care sector remains key, currently in Pembrokeshire there are 4,800 people employed in this sector and this is expected to increase over the next five years. Currently nearly 25% of full-time Further Education learners enrol on courses in SSA 1 as the College responds to the growing opportunities within this sector. The College is also working with Carmarthenshire County Council in relation to the opportunities that will arise through the Llanelli Wellness Village and also runs a Destination NHS employability programme for Health and Social Care and Health and Social Science learners incorporating workshops, masterclasses and work placement within the NHS.
Another sector that is critical for Pembrokeshire is Hospitality and Tourism. This sector currently employs in excess of 6,500 people and is expected to grow in number by around 3%. Bluestone is now firmly established as a holiday destination employing in excess of 800 people and has provided significant additional employment opportunities over the last 5 years. The College has also developed a Tourism Destination employability programme, again incorporating masterclasses and work placement to better prepare learners to enter the employment market. THIS PLAN COVERS
Pembrokeshire College will focus its delivery to ensure the Our mission demand identified is met and the College also has the ability to react to emerging demands once identified. We believe we have Our culture and values a responsibility to provide first class education and training to ensure that Pembrokeshire has an emerging workforce ready Our students and staff and able to meet the challenges and economic demands of the future, and to promote community engagement in skills. Our strategic goals
The challenges and opportunities that we face
How we will deliver the strategic goals over the five year period
How we will measure our success
7 PEMBROKESHIRE COLLEGE STRATEGIC PLAN OUR MISSION
Pembrokeshire College is committed to creating opportunities and enriching lives through the provision of excellent learning opportunities. The College’s mission is: To pursue excellence, empower individuals And develop the future workforce.
8 PEMBROKESHIRE COLLEGE STRATEGIC PLAN OUR CULTURE & VALUES
Our staff have identified the values that we believe should drive the College through the period of this new strategic plan.
These values, which define the ethos, culture and behaviours of the College, its staff and its learners are encapsulated within the framework of this short and easy to remember phrase -
Think MORE. Learn MORE. Be MORE.
THINK MORE
Our College Community: • is fair, inclusive and has a people focus, respecting and valuing each other; • supports and nurtures holistic development, in order to create and then preserve a positive culture and sustainable environment.
LEARN MORE
Our College Community: • provides choice, taking responsibility and accountability for personal actions and collective performance; • is committed to learning, developing and improving skills to realise and fulfil potential and an ambition to succeed.
BE MORE
Our College Community: • is innovatively aspirational, embracing change by working together; • aspires to achieve excellence, celebrating the impact success can have on life, encouraging all to be the best they can be.
EMPLOYMENT EVENT
9 PEMBROKESHIRE COLLEGE STRATEGIC PLAN OUR STUDENTS & STAFF
STAFF EXPERTISE & EXCELLENCE
The College employs over 500 talented and dedicated staff, some examples of their successes include the following:
MAIR ELLIOTT MIKE BUTCHER DR HELEN COOMER Mental Health Adviser Curriculum Area Manager - Lecturer in Science Independent Living Skills
Mair was an Access to Health student Mike received the Best Practice Pearson Helen Coomer has a masters degree in at the College and has recently taken on Teaching Awards Further Education Natural Sciences from the University of the role of Mental Health Adviser. Mair Lecturer of the Year Gold Award in Cambridge and undertook a PhD whilst is an avid campaigner for young people’s October 2016. The judges said “words working as a research scientist in the civil mental health and has picked up a string of are insufficient to describe the effect that service. With experience of working as awards including the St Davids Award for Mike’s teaching has on his students; effects a scientist for multi-national companies Citizenship. In December 2018, Mair has which are truly life-enhancing, not only for Helen is part of the A-level teaching also picked up a British Education Award the students but also for their families.” team and each year coaches students for for her work. Over recent years Mair has In November 2017 Mike went on to pick the Physics Olympiad. During 2018/19 appeared in current affairs programmes, up the Helen Barton-Smith Silver Stirrup students picked a silver, four bronze, three spoken at many conferences and presented Award at the British Horse Society Annual commendations, two merits and three evidence to the Welsh Government Awards Ceremony for meritorious work in participation awards. The silver is awarded enquiry into CAMHS. support of young riders. within the top 8.5% of entrants in the AS Challenge with 6,000 entrants from around the world. DR RAJNI BANSAL Lecturer in Engineering
Rajni has a PhD in Nuclear Physics and had eleven of her research papers published in international journals. After three years teaching in a prestigious college in India she now joins our Engineering team inspiring our level 3/4 students.
10 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
SWOT ANALYSIS STAFF EXPERTISE & EXCELLENCE
KATE HAWKINS Lloyd PHILLIPS KATE WILLIAMS Senior Lecturer in Health & Lecturer in Sports Lecturer in Health & Social Social Care Care
Kate is a member of the board of Social Lloyd is a former Welsh under 20s rugby Kate takes diploma learners to work with Care Wales and worked corroboratively international captain and has strengthened residents of the St David’s Care in the in setting up a Health & Social Care the Rugby Academy’s coaching network Community charitable organisation to Conference at the College in November with his joint appointment with the WRU, achieve various of their Agored Cymru 2018 which featured the Minster for Lloyd is also lead coach of Pembrokeshire units. These residents have severe learning Children, Older People and Social Care Under 18s. difficulties and the students have worked Huw Irranca-Davies and Chief Executives with the group and representatives from Steve Moore (Hywel Dda University Health the National Park on a number of projects. Board) and Susan Evans (Social Care Kate won a TES Lecturer of the Year award Wales). The conference celebrated the 30th largely due to this activity. anniversary of an important partner for the College ‘Elliots Hill Care’.
DR VALERIE MORSE Senior Lecturer in Health Science
Valerie was involved in a project during 2018 which brought science to life for over 300 A-level and vocational pupils from across Pembrokeshire and beyond. Valerie used the marine organisms found in the Milford Haven Waterway to teach pupils about bioluminescence and fluorescence as part of the ‘Discovering Living Light’ project.
11 PEMBROKESHIRE COLLEGE STRATEGIC PLAN OUR STUDENTS & STAFF
SKILLS COMPETITION WINNERS
Skills competitions are a regular feature of the learner experience in order to motivate and challenge students within their vocational and academic courses. A diversity of achievement is presented in this section, which indicates aspiration in all areas.
The UK WorldSkills Finals are held at the NEC in Birmingham every November. In 2018 ten students qualified to compete in the finals and were awarded a silver medal, three bronze medals and a highly commended in Beauty Therapy, Welding, Horticulture and Engineering. In 2017 the College had nine finalists with a silver medal, two bronze medals and a highly commended in Welding, Graphic Design, ICT and Table Service. In each of the last two years the College have provided 10% of ‘Team Wales’ for the national finals.
CHRIS CAINE In addition, two former College students are now in the UK squad which will be competing in Kazan in Russia in 2019. Chris Caine, winner of a medallion of excellence in Euroskills 2018 will be competing in Joinery and Sam Everton in Catering.
NOTABLE SUCCESS
• Engineering Education Scheme Wales • Biology and Physics Olympiad • National Public Services Competitions • Global Enterprise Challenge • National Urdd Eisteddfod Competitions
In terms of sports there have been many international and regional representative honours in Men’s and Women’s Welsh College’s Rugby; WRU Women U18s Rugby; Wales Under 19s Football; Welsh Colleges Football; Cricket; Athletics; Badminton and Swimming. During 2017/18 a total of 15 students represented Wales and in 2016/17, 16 students also achieved international SAM EVERTON honours reflecting the excellent sporting academy provision.
12 PEMBROKESHIRE COLLEGE STRATEGIC PLAN STRATEGIC GOALS
Deliver excellent, inspiring and relevant learning and teaching enabling progression to employment or higher levels of learning.
Be a valued partner of the South West Be a College that region, supporting the values and invests economy by investing in all its staff. in skills and communities.
Develop highly skilled, creative and confident individuals.
Deliver first class Deliver long term governance and financial stability. management.
Provide a safe, healthy and sustainable environment.
13 PEMBROKESHIRE COLLEGE STRATEGIC PLAN OPPORTUNITIES & CHALLENGES
By being bold in our ambitions for the This commitment to collaboration and Developing a comprehensive region’s people, communities and economy, working in partnership underpins the curriculum programme which meets and innovative in the solutions we provide, outcomes of the Hazelkorn review and the needs of the local tourism sector; the College will play a central role in the publication of Public Good and a Working with the local authority to building a strong, vibrant and inclusive Prosperous Wales – building a reformed ensure a coherent and financially Pembrokeshire. post compulsory education and training viable post-16 A-level provision for system in Wales. The key recommendation Pembrokeshire and with partner At the heart of all College activity is the aim of the Hazelkorn Review is the creation of schools to ensure effective transition to provide the highest quality education, a Tertiary Education Authority – a single as part of the expansion of CAMPUS6; training and support services encouraging regulatory, oversight and coordinating all learners to realise their full potential. authority for the post-compulsory sector, Developing and implementing a This aim has underpinned the College’s which will only work effectively through the higher apprenticeship portfolio to strategy throughout a period of significant adoption of a truly collaborative approach. meet employer need either through change in the further education sector successful retendering for the 2019 in Wales. The Welsh Government have Whilst collaboration is important to the WBL contract or through appropriate developed an agenda that has resulted College we also recognise that within the sub-contracting arrangements; creative approaches to post-16 delivery Welsh sector, we remain a relatively small Working with employers to ensure the based on collaborative strategies and the Further Education entity. This is largely College maximises the opportunities consolidation of a consortia approach to due to the fact that we operate in a sector offered by the City Deal for the Work-Based Learning. that has been dominated in recent years Swansea Bay Region and the Haven by a transformation and merger agenda. Enterprise Zone; Our College remains firmly committed to The College’s transformational focus has working in partnership and embedding been centred around expansion of Work- Developing a higher education portfolio collaborative initiatives to ensure the best Based Learning and, as a consequence, that is flexible, engaging, meets local possible experience for its learners. The the College Leadership Team will continue business community and learner January 2017 Estyn report recognised this with its competitive intelligence activities needs through partnerships with the commitment and states that the College in relation to the monitoring of potential University of Wales Trinity St David and has “created a new ethos and culture which acquisitions and retaining control of any Swansea University; is outward looking and collaborative. The potential future structural changes that will Adopting the requirements of the College is a trusted partner with a diverse ultimately benefit Pembrokeshire’s learners. Additional Learning Needs (ALN) range of community, educational and This remains a key challenge over the next transformation programme; business organisations across the region. five years - along with: These highly effective partnerships, with Providing an appropriate curriculum in small, medium and large enterprises, have light of the funding review outcomes enabled the College to offer comprehensive and financial challenges; educational opportunities at all levels.”
14 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
Fully exploiting the Skills Development Fund and Sector Priorities Fund allocations to provide a portfolio which consists of short, sharp programmes enabling microbusinesses to upskill without the need to enrol on year long, day release programmes;
Building on the success of the Employment Bureau by embedding it into the day-to-day operations of the College enabling learners to access valued work placements and employers to target and recruit appropriately skilled part-time staff.
Within the context of the above the College aims to be the provider of choice for both vocational and academic study across Pembrokeshire; developing highly skilled, creative and confident learners whilst being an employer that fully values its staff, their opinions and skills; and one that fully embraces the opportunities and challenges that are offered by an economically diverse employer infrastructure. Supported by the vision and strength of the Corporation Board, the College seeks to deliver on the range of strategic aims identified in the following section over the period 2019- 2024.
PUBLIC SERVICES LEVEL 1 STUDENTS
15 PEMBROKESHIRE COLLEGE STRATEGIC PLAN DELIVERING THE GOALS
Within the next five year period Pembrokeshire College plans to develop its curriculum portfolio guided by the following seven key strategic goals which are envisaged as broad statements of intent, capturing the vision, values and ethos of the College over the five year period.
The strategic goals give full consideration to the contents of the minister’s remit letter to the Further Education sector, Welsh Government strategy and policy, the City Deal for the Swansea Bay Region, the Haven Waterway Enterprise Zone and the Regional Learning Partnership’s strategies and Employment and Skills Plan.
Within the period of this strategic plan the aims that underpin the Strategic Goals of the College are as follows:
1 Develop highly skilled, creative and confident individuals
• Place the learner at the heart of everything we do – and ensure they shape the College within which they study and that
they are influential in decision making.
• Ensure our curriculum raises learner aspirations and enables the development of both independent learning and teamwork
skills.
• Develop literacy, numeracy and digital literacy skills which are critical for learners’ life chances.
• Embed the themes of bilingualism, sustainability, enterprise and employability across all learning programmes.
• Embed competitions into the curriculum in order to raise aspirations and standards and better prepare learners for the
world of work.
• Promote a positive culture of learning, behaviour and respect through the implementation of ASPIRE in order to produce
highly skilled individuals who are fully equipped to compete in an evolving global employment market.
• Break the link between poverty and low achievement by ensuring learners from recognised areas of deprivation realise
their full potential.
• Develop support services that augment the core business and which add value to the delivery of a rich educational
experience and which combat social deprivation.
Deliver excellent, inspiring and relevant learning and teaching 2 enabling progression to employment or higher levels of learning
• Deliver outstanding quality learning programmes and support services in order to be the best performing college with all
sector subject areas recognised as excellent on a national and international basis.
• Successfully build on the current Work-Based Learning consortium operation to ensure future excellent outcomes across
South and West Wales.
• Be a fully inclusive college promoting equality, equity and respect and supporting social mobility including bilingual learning
opportunities in education and training.
• Increase learners’ employability skills through enhancement of the Curriculum and the Employment Bureau’s activities and
links with local businesses.
16 PEMBROKESHIRE COLLEGE STRATEGIC PLAN
3 Be a College that values and invests in all its staff
• Adopt an open and transparent culture where all staff have high aspirations, positive morale and are able to grow and
contribute to their own and the College’s success.
• Develop and implement an accessible and comprehensive strategy of continuous professional development for all staff.
• Promote and support inspirational teaching and active learning that focuses on the use of innovative and relevant learning
technologies, embracing the College’s digital learning strategy.
• Enable staff to undertake placements to keep up-to-date with their subject knowledge and work-based developments.
• Support the local community through expansion of the ‘Make a Difference Day’ activities undertaken for charities by all
staff.
Be a valued partner of the South West region, supporting the 4 economy by investing in skills and communities.
• Engage and influence the Welsh Government, the Regional Learning Partnership, the City Deal for the Swansea Bay region,
the Enterprise Zone, the Local Service Board, Pembrokeshire County Council and other agencies supporting jobs and
economic growth.
• Engage with public and private sector employers in order to enable upskilling in the workplace.
• Support Pembrokeshire communities, through the promotion of a vibrant and accessible facility for the community and the
provision of targeted adult and community learning.
• Collaborate with Pembrokeshire Schools to deliver 14-16 provision which identifies current and future programmes of
study that support career pathways.
5 Deliver first class governance and management
• Promote a positive yet challenging Governance and Management culture that drives the strategic direction of our College
focussing on current and future learners.
• Use community engagement and communication to create wider ownership of what we deliver through the Pembrokeshire
College Advisory Forum.
• Ensure the A-level Committee collaborates on strategy for post-16 academic delivery in the county and operates in
partnership with Pembrokeshire County Council.
• Engage with Welsh Government to ensure the College is prepared for the implementation of the Post Compulsory Education
and Training Tertiary Education Authority.
• Ensure our long term sustainability by sourcing appropriate opportunities, through any collaboration, acquisition and merger
that would be in the best interests of Pembrokeshire’s learners whilst giving all due consideration to the degree of risk.
17 PEMBROKESHIRE COLLEGE STRATEGIC PLAN DELIVERING THE GOALS
6 Provide a safe, healthy and sustainable environment
• Instil a culture of safe working in which learners, staff and members of the public accessing the College are safeguarded and
engaged with the Prevent agenda.
• Develop the environment so that it enables the College to support learner and staff wellbeing and aligns with the principles
of the Future Generations Act.
• Further develop and enhance a sustainable and inspiring learning environment with appropriate use of capital allocation.
• Respond to climate change concerns with a College-wide strategy for sustainability which engages all staff and learners.
7 Deliver long term financial stability
• Remain a financially secure College in a challenging financial environment, delivering value for money, and building cash
surpluses to support future investment.
• Explore future growth opportunities and diversify delivery activities in order to add value to the core operation.
• Maximise the return on investment in capital development by ensuring that in addition to meeting curriculum need, the
College has opportunities to generate commercial income from such investment.
• Secure alternative income sources and increase commercial activity in order to be less reliant on Welsh Government funding.
• Focus on maintaining financial stability through a period of European Union transition.
OLLIE WHEELER
18 PEMBROKESHIRE COLLEGE STRATEGIC PLAN MEASURING SUCCESS
By the end of this Strategic Plan period we will have:
10% £10m 90% INCREASED VOLUME WBL CONTRACT ACHIEVEMENT RATES
Achieved a 10% growth in learner volume Achieved an equivalent Work-Based Demonstrated Further Education and (180 new learners) and increased the Learning (WBL) contract of at least Work-Based Learning achievement rates percentage of level three learners from the £10million for the consortium for the next in line with outstanding colleges targeting current 60% to 70%. five year period maintaining the B-WBL 90% in learner outcomes and framework consortium infrastructure. completions.
>90% 1,000 30% LEARNER SATISFACTION WORK PLACEMENTS STAFF UPSKILLING
Demonstrated learner satisfaction levels Increased work placements through the Increased academic staff upskilling via above the sector benchmarks with 90% or Employment Bureau from the current industry workplace continuous professional better positive responses across all areas. 600 to 1,000 and tripling the number of development from the current 10% to 30%. students gaining jobs through the Bureau from the current 120 to 350.
2022 £7.4m £1.5m DIGITAL SKILLS DEVELOPMENT ANNUAL SURPLUS
Implemented the Digital Skills Strategy Invested £7.4 million in the development of Continued to generate a healthy annual across the College by 2022 ensuring that all the College estate. operating cash surplus of £1.5 million. learners and all staff are engaged with the technologies.
OLLIE WHEELER
19 ADDRESS CONTACT
Pembrokeshire College +44 1437 753 000 Haverfordwest [email protected] SA61 1SZ www.pembrokeshire.ac.uk THANK YOU
STRATEGIC PLAN