Croydon College College Road, CR9 1DX [email protected] www.croydon.ac.uk @CroydonCollegeOfficial STRATEGIC PLAN 2019-24 @CroydonCollege @CroydonCollege Creating Great Futures OVER 150 YEARS OF HISTORY Croydon College can trace its history in 1973, Purley High School for Boys back to 1868 when Croydon School of after the abolition of the Grammar Art was first established. Twenty years School system and the implementation later, in 1888, the Pitlake Technical of the Comprehensive System. Institute (which later changed its name In February 2019 Sixth to Croydon Polytechnic) was founded. Form College was incorporated into These two institutions continued to Croydon College, bringing together educate separately in and around both of Croydon’s Ofsted Good Croydon until the Polytechnic was Colleges. While the Colleges are one destroyed by fire during the Second legal entity, they continue to operate World War, prompting plans to for students with their own unique combine them on a new site in identities. Croydon College is a General , right at the heart of Croydon. Education College delivering education The new Croydon Technical College and training from entry level to level 6 (later known as Croydon College of (degree level) for those aged over 15 Design and Technology) opened its years old in a wide range of vocational doors for the first time in 1955 and subjects, general subjects and was finally completed and formally academic pathways. Coulsdon Sixth opened by the Queen in 1960. In 1974 Form College concentrates on the the College was renamed Croydon delivery of academic pathways for College and has remained as such 16-18 year olds. CONTENTS on the main Fairfield site ever since. Coulsdon Sixth Form College was Over 150 years of history 3 formed in 1988 on the site of the former Purley High School for Boys Croydon College The Local Context 4 which existed from 1914 to 1988. can trace its history Originally located in Purley from 1914, The National and Regional Context 10 in 1936 it relocated to Placehouse back to 1868 when Lane, . The school was Croydon School The College in this context 12 Purley County from of Art was first 1914 to 1969, becoming Purley established. Our Vision and Values 14 Grammar School for Boys and then, Five Year Objectives 16

2 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 3 THE LOCAL CONTEXT Croydon is a very diverse

Population Borough, and while 82% The Borough of Croydon is and tech occupations, than on are UK national, 45% of London’s second largest Borough average in London, but more likely with a population of c391,000. The to work in administrative, caring, the residents are Black, Borough has the highest proportion leisure and other service industries Asian and Minority Ethnic of young people (22%) under the age or sales and customer services. of 15 of any London Borough, while This occupational profile is mirrored also having more residents aged 65+ in the salary profile with Croydon than the average in London (13.5% residents’ incomes £1000 lower than in comparison to 11.9%). the median for London. Croydon is a very diverse Borough, and while 82% are UK national (higher than the London average Businesses of 77%), 45% of the residents are Of businesses in Croydon, a vast Black, Asian and Minority Ethnic, in majority of nearly 93% employ comparison to an average of 40% in 0-8 people (compared to 90% for London. The largest ethnic group in London), there are corresponding Croydon is at 47%, the fewer small and large businesses. next largest is Black Caribbean at In terms of industry, there are 8.6%, followed by Black African at 8%, significantly more businesses in Indian at 6.8% and Pakistani at 4.8%. Croydon in the Construction trades (15% compared to the London average 10%), there are also Employment marginally more in Healthcare The employment rate in Croydon (5.5% compared to 3.9%), Motor at 74% is similar to that of London, trades (2.3% compared to 1.3%) however more Croydon residents are and Accommodation and Food less likely to be self-employed at 9.6% services (5.3% compared to 4.8%), compared to an average of 13.7% in there are significantly fewer than London, they are also likely to work the London average in Professional, fewer hours, with 28.7% working less Scientific & Technical at 23.5% than 35 hours compared to 25.3% compared to 19.4% and marginally on average in London. Residents in fewer in Financial and Insurance, Croydon are less likely to work Property, Business Admin and as managers, directors and senior Support Services and the Arts officials or associate professional and Entertainment.

4 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 5 THE LOCAL CONTEXT

Education The highest level of qualification When children in Croydon reach gained for Croydon residents is Key Stage 5 the gap between their lower than the London average, with attainment and the average for London fewer graduates and more people again increases, only 6.1% of Croydon stopping their education at level 3. children attain AAB compared to Education standards start falling behind 15% in London. Average point scores London averages for disadvantaged across Academic qualifications students and BAME students in the including A levels are lower than the early years, with the proportion of London average by 4-5%, however, those groups falling behind their peers. applied general qualifications and By Key Stage 2 the proportion of tech levels perform relatively well. children reaching the expected Below national results at Key Stage 4 standards in Reading, Writing and impact significantly at the Colleges’ maths sits below the London average Croydon Campus, in 2019/20 only 23% by 2% and 3% respectively. Only 57% of of 16-18 year old students attending the disadvantaged children are reaching campus arrived with GCSE maths and expected standards at Key Stage 2 English at grade 9-4, this compares in Croydon. to 44% of national college students. When children in Croydon reach Of all 16-18 year old students at the Key Stage 4 the gap between their Croydon Campus 53% arrived with attainment and the average for neither English nor maths, compared to London increases further with 42.4% 32% of all college 16-18 year old students achieving grade 5 and above in GCSE nationally. This has a significant impact maths and English, in comparison on the College in terms of the curriculum to 48.7% in London. and the support needs of students.

Deprivation and Disadvantage Disadvantage and poverty in Croydon disadvantaged in the country and 38 Highest Level of Croydon Croydon London London is concentrated in specific areas in the top 20%. This rises significantly Educational Attainment Count % Count % around the north of the borough for the housing index, in which there Degree or equivalent and above 101,600 41.3% 2,805,800 47.2% and . The south of are 147 in the top 20%, suggesting the Borough is relatively affluent. access to suitable housing is a Higher Education below degree level 17,600 7.2% 378,700 6.4% The affluence of the south of the significant issue in Croydon. GCE A level or equivalent 50,200 20.4% 925,600 15.6% Borough masks the prevalence of Amongst the children of Croydon disadvantage in the poorer areas 19.8% are eligible for free school GCSE grades A-C or equivalent 41,700 17% 823,500 13.9% within indicators of disadvantage meals1 in comparison to 17.4% in at the Borough level. Beneath this, London and 14.1% in England2. After Other qualifications (GCSE) 18,600 7.6% 608,700 10.2% 4 lower level super output areas in Housing Costs 30% of children in No qualifications (GCSE) 16,100 6.6% 399,100 6.7% the Borough are in the top 10% most Croydon live in poverty3.

6 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 7

THE LOCAL CONTEXT

Health and Wellbeing of students presenting with mental The health and wellbeing of the health issues and sadly mental health residents in Croydon is mixed, locally is a growing cause of students it is understood that along the 62 bus withdrawing from their education. route from the north of the Borough to the south there is a 10 year difference in Life expectancy. Regeneration Croydon’s Health and Wellbeing Croydon is an area of significant change, Multiagency Board4 has issued a new with an estimated £5.2 billion of inward Strategy in which it states that “Over investment in the Borough through a 10,000 people in Croydon live in areas range of regeneration and property ranked amongst the most deprived ten investment projects. The Croydon per cent nationally. 1100 children are Campus is in the heart of the born into poverty every year in regeneration area, with significant Croydon. People living in deprived housing developments surrounding the neighbourhoods are more likely to Campus. The new Towers at 101 George experience multiple disadvantage; street dominate the skyline and will die earlier and spend more years in provide 546 new homes; planning long-term ill health.” permission is being sought for a further even taller modular build on the site of Underage conceptions in Croydon are the Croydon Campus’ former carpark higher than the London average with and a planning application is currently 25 in 1000 under 18s conceiving and being considered for 430 new homes 4.5 in 1000 under 16 year olds, this on the site of the former council car park compares with 17 and 2.4 respectively in the area bounded by the Croydon in London. Across the road from the Croydon slowing investment in the current Campus, the former College Green, Campus, the former St Georges Walk is uncertain markets. the railway lines and the Courts. being redeveloped into housing with In March 2019 Croydon Council Mental Health In September 2019 the refurbished some retail provision. announced that London South Bank There is unfortunately little data opened, creating University (LSBU) would be creating a available on the mental health of fantastic opportunities for the College There continues to be a general presence in Croydon. The local authority the community in Croydon. However, to collaborate on a wide range of optimism that the Westfield will provide LSBU with space within its at both the Croydon and Coulsdon opportunities to extend the student Hammerson redevelopment of the Davis House building beside the Campus there are increasing numbers experience. Town Centre will happen, despite significant delays. Most recent reports Council’s Bernard Wetherill Building. are that the development will be

scaled back from initial ambitions and 1. Croydon report 2019 Croydon is an area of significant change, be more focused on entertainment 2. Local Government Association LG Inform https://lginform. than retail. local.gov.uk/reports/lgastandard?mod-metric=2174&mod- area=E92000001&mod-group=AllRegions_England&mod- with an estimated £5.2 billion of inward Developments under the East Croydon type=namedComparisonGroup investment in the Borough through a range Masterplan have slowed down in the 3. 5. End Child Poverty. Child Poverty . [Online] 2019. current uncertainty with the recent http://www.endchildpoverty.org.uk/poverty-in-your-area-2019/ of regeneration and property investment. 4. Croydon Health and Wellbeing Strategy https://democracy. extension of the Boxpark lease croydon.gov.uk/documents/s13992/Health%20and%20 indicative of Stanhope and Schrooders Wellbeing%20Strategy%20-%20Final.pdf

8 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 9 THE NATIONAL AND REGIONAL CONTEXT

Brexit continues to dominate national devolution and the Mayor’s Office politics, causing deep divisions in have made little change to ESFA society and economic uncertainty. funding rules and processes, however FE and Sixth Form Colleges are now there appears to be a clear aim for receiving more national attention future years for outcome related from Politicians, with all the major funding of Adult Education, raising parties promising investment in concerns of colleges being subject colleges (amongst many other to even more bureaucracy. priorities). Following national Apprenticeships for large employers campaigns from both the sixth form continue to be funded by a levy and sector and the further education from January non-levy employers sector in October, the Government Ofsted continues to inspect colleges, There are considerably fewer colleges which until now accessed announced that there would be an under its new inspection framework now than 5 years ago. Harsh financial apprenticeship funding through increase in the base rate of funding focusing more on the curriculum circumstances during austerity and colleges and training providers, of approximately 4.5% in 2020/21. intent and impact than the previous the Government’s Area Review will for the first time have access After seven years static funding with framework which had a greater focus process led to many mergers across to apprenticeship funding via the no inflationary increased, 4.5% in on student outcomes. the sector. Despite these mergers, Digital Apprenticeship System. 20/21 is insufficient. Each of the main a recent Institute of Fiscal Studies political parties in the run up to the Higher Education is being more report showed that there was no election is now offering more funding heavily regulated under the Office improvement in the financial position Following national campaigns for FE. Apprenticeships are not key for Students, which has replaced the of the sector. from both the sixth form sector to the election priorities as they have Higher Education Funding Council The Insolvency Regime is now in been in the preceding two elections. and regulates all organisations which and the further education place, there are three colleges now The FE sector continues to face even have access to Higher Education sector in October, the in administration. The FE more change. The Adult Education Student Loans. The Office for Government announced that Commissioner’s Office continues Budget is now devolved to the Mayor Students aims to focus on the there would be an increase to intervene in colleges where there interests of individual students, and of London for Londoners, while the in the base rate of funding of are financial concerns. Additionally, ESFA continues to hold the budget as such is using data, compliance Lord Agnew has been given the for Adult Education outside devolved and complaints in a far greater scale approximately 4.5% in 2020/21. responsibility of financial oversight areas. 2018/19 is the first year of than its predecessor. of the FE sector.

10 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 11 THE COLLEGE IN THIS CONTEXT

It is within this context that the College experience. Lower levels of prior faces some key challenges in the next attainment contribute to lower five years: attainment levels below national average at the Croydon Campus, this must be addressed through raising Ensuring our curriculum enables standards of teaching and learning out students thrive and better curriculum design. At the Croydon Campus over half of Meeting the needs of the local complex, for example devolution of the learners do not have English as and regional economy the AEB budget to the London Mayor, Supporting our students’ means we have a contract with the their first language, with 55 languages Croydon businesses need more skilled GLA for a majority of our AEB spoken, and 71 nationalities wellbeing staff. Many businesses want to recruit represented. Only 23% of our students An ever increasing number of students locally as a way of reducing staff funding, but continue to have a at the Croydon Campus arrive with are presenting with health issues, turnover and improving productivity. contract with the ESFA for historic both English and maths GCSE at Grade particularly mental health issues. The College needs to continue to levels of non-Londoner funding. In 9-4 compared to 44% of all college Safeguarding referrals internally expand and adjust its curriculum to addition, the GLA are considering students in ; there is a huge continue to rise, as do the number of better meet the needs of employers, changing the funding methodology challenge for us to raise our students referrals of a serious nature to the Local ensuring the curriculum mirrors local for AEB in London to make it outcome English and maths standards to better Authority. Many of our students have needs. Key areas for expansion are based. The penalty for financial failure enable them to progress into further had traumatic experiences and their Construction, the Health sector and in the sector is now insolvency and study or employment. This differs actions, reactions and behaviours are the Digital sector. In these areas we there is significantly greater scrutiny significantly from the Coulsdon Campus affected by these. We have an need to provide opportunities that of both finances and student where entry criteria mean that 56% exceptional number of looked after support employers to fill skills gaps performance. Underlying operating have GCSE’s in English and maths at children at the Croydon Campus locally, and support our local losses from both Colleges must be grades 9-4. With large proportions probably higher than any other College community to climb the career ladder. reversed to stop the College of our students coming from low in the country (there is no published corroding its reserves. While 16-18 income families and deprived areas our benchmark data) with 1 in 6 of our population projections suggest a curriculum needs to raise aspiration 15-18 year old students during 2018/19 Financial Stability future growth in student numbers, and provide students with the skills in local authority care. Of our 16-18 year There is some optimism that the there remains a need to control costs they need to progress including olds at the Croydon Campus 92% live sector will be more fairly funded, firmly. The political environment communication and resilience, as in deprived postcodes and 42% of 16-18 however, funding arrangements are remains too turbulent to count on well as work related skills and work years olds at the Coulsdon Campus. currently becoming more not less future funding rate increases.

12 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 13 OUR VISION AND VALUES Two great Colleges working together to transform our communities’ economic, social and employment prospects.

Students at the heart of all we do; we ensure our decisions 1 and actions focus on our students and their attainment

Our staff are our greatest asset; we value our staff 2 and their expertise and invest in them

Respect for all; we celebrate diversity creating 3 an inclusive and enjoyable environment

Ambitious for our students; we support 4 our students to achieve their potential

Aim to be Great in all we do; we are reflective, 5 innovative and always learning

Serve our community; we support our 6 communities economic and social prosperity

14 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 15 5 YEAR

OBJECTIVES

16 Croydon College Strategic Plan 2019-24 www.croydon.ac.uk 17 1. CROYDON CAMPUS Croydon Campus is a great general education College offering young people and adults’ comprehensive pathways to employment and further study and transforming our students economic and social prospects.

Objective What would success look like

A curriculum which meets the Students’ progress and destinations are aspirations of our community and comprehensively measured and improve needs of the local economy through throughout the period of the strategy. comprehensive pathways into A comprehensive curriculum from entry employment, careers and further study level to Higher Education and including from Entry level to Higher Education T levels supports pathways to qualifications, including T level provision. employment and Higher Education.

Outcomes for all main student groups The College is exceeding benchmarks on are above national average and achievement rates across main student positive value added and/or distance groups and value added and distance travelled is achieved. travelled is above average.

Positive distance travelled is achieved for the 53% of 16-18 students joining the A curriculum which provides our College with neither English nor maths students with the personal, social at GCSE grades 9-4. All 16-18 year old and employability skills they need students access work related study or to progress onto the next level or work experience, depending on their into employment. level. Personal social and employability skills are included across the curriculum.

STRATEGIC Students and apprentices value Attendance reaches 85%, student the opportunities on offer from the satisfaction levels are above sector campus resulting in good attendance, averages demonstrated through the QDP good participation in and out of class survey and there is strong evidence of OBJECTIVE activities, and above sector average out of class engagement of students. levels of satisfaction. 18 Croydon College Strategic Plan 2019-24 1 www.croydon.ac.uk 19 2. COULSDON SIXTH FORM COLLEGE Coulsdon Sixth Form Campus is a great Sixth Form College offering young people an excellent curriculum which enables them to achieve outstanding results and transforming our students prospects to successfully progress to further studies, University or an Apprenticeship.

Objective What would success look like

An innovative and flexible curriculum The proportion of students which enables students to achieve progressing into Higher Education or qualifications needed to access further an Apprenticeship increases year on study or an Apprenticeship at the next year for the next five years, as does level. the number of students accessing high tariff Universities.

A curriculum offer which supports The number of students on level 3 the aspirations of our students and programmes at the College increases in responds to the needs of the local total and as a proportion of all students and regional economy. year on year during the next 5 years.

Achievement rates and pass rates Above national average achievement which are above the national rates across provision in the campus average together with high value with good value added and progress added and progress measures measures. which are above national averages.

A curriculum and activities Positive value added on English and STRATEGIC which support progression by maths where students are studying developing their wider personal these. All students access work and employability skills. experience related to their study or ambitions. Extra-curricular activities OBJECTIVE raise aspiration and or wellbeing. 20 Croydon College Strategic Plan 2019-24 2 www.croydon.ac.uk 21 3. THE LOCAL ECONOMY Employers and Stakeholders shape the curriculum, ensuring that we are able to meet the skills needs of the local economy.

Objective What would success look like

Close skills gaps in the local economy During the period of the plan the by meeting employer skills and training number of students studying Care, needs, particularly in relation to Care, Construction and the Tech/Digital Construction and the Tech/Digital industries increases to better meet industries. the needs of the local economy.

Continue to grow the Apprenticeship Three new areas of Higher Education offer to meet local needs, including are developed to better meet the at least 3 new Degrees or Higher needs of the local economy. Apprenticeships.

Work with local Stakeholders to The College is the choice provider ensure the College responds to of training and skills courses for local needs and is a key contributor local businesses. in the local economy by providing STRATEGIC bespoke training programmes. Be responsive to employer skills Repeat business doubles over needs, creating an agile response the period of the strategy. OBJECTIVE to new areas of demand evidenced through repeat business. 22 Croydon College Strategic Plan 2019-24 3 www.croydon.ac.uk 23 4. OUR STAFF Our staff are our greatest asset, they are experts in what they do, we invest in them and ensure they are valued, empowered and supported to innovate

Objective What would success look like

A confident, happy, diverse and A diverse and happy workforce energetic workforce who are experts confident in their roles as demonstrated in their field and feel empowered and though student achievement and supported in their role. staff surveys showing improvement in staff feedback over the period of the strategy.

Consistently good or better Student satisfaction is above benchmark lessons in a vast majority of classes with teaching and learning, learning demonstrated by student satisfaction, walks, assessment of teaching and and through the Quality Framework. learning and student outcomes all demonstrating and triangulating consistently good or better lessons.

A culture which engages staff, Staff are engaged, feel valued and celebrates achievement, innovates, able to innovate, measured through reflects and learns creating a focus staff satisfaction and quality on improvement throughout the improvement. organisation, demonstrated by STRATEGIC continual improvement. Invest in, develop and support our Staff satisfaction increases, student staff to ensure they are confident outcomes, attendance and retention and highly skilled in their areas of improve annually for the duration of OBJECTIVE expertise. the Strategy.

24 Croydon College Strategic Plan 2019-24 4 www.croydon.ac.uk 25 5. OUR COLLEGE CORE An efficient and effective corporate core which enables the College to be Great.

Objective What would success look like

To meet the financial KPI’s planned The College is in good financial during the merger process to 31 July health, with good cash reserves 2021 and generate Good Financial and able to confidently generate Health from 2020/21 onwards. operating surplus.

Streamline data processes to Enrolment can be completed in enhance the customer experience less than an hour for students who and provide excellent Management have previously applied and gained information, whilst also meeting their expected grades. Management funding regulations. information supports effective management at all levels of the organisation from students to the Board.

An integrated ICT and ILT strategy, ILT enables innovative teaching, which ensures technology is there is a clear IT and Digital used to facilitate learning and Strategy in the College enabling management of the College. innovative teaching practice and effective corporate services.

STRATEGIC Develop and implement a detailed Plans for a modernised estate to meet Estates Strategy which will enable the needs of the students and the us to have the flexibility to meet the curriculum are being implemented needs of a modern curriculum. and a planned maintenance cycle OBJECTIVE refreshes the estate. 26 Croydon College Strategic Plan 2019-24 5 www.croydon.ac.uk 27 Croydon College College Road, Croydon CR9 1DX [email protected] CROYDON COLLEGE www.croydon.ac.uk @CroydonCollegeOfficial STRATEGIC PLAN 2019-24 @CroydonCollege @CroydonCollege Creating Great Futures