ANNUAL REVIEW 2019 CONTENTS Strategic Priorities 4 Introduction 5 Ofsted Inspection 2019 6 - 7 Enabling Economic Prosperity 8 - 19 Increasing Social Mobility 20 - 29 Excelling In All That We Do 30 - 37 Looking Ahead: Strategy 2020-2025 38 - 39 3 Create optimistic futures by nurturing talent OUR VISION that leads to aspirational destinations. Our vision defi nes what we want to be and our hopes, aspirations and ambitions for the communities we serve. Predict and serve the needs of our OUR MISSION business and civic communities. Our mission sets out our fundamental purpose, what we are here to do, and our commitment to all stakeholders. Preparing individuals for the next phase of their lives: OUR MISSION the world of work, entrepreneurship, advanced study, PATHWAYS career progression and to contribute as positive citizens. Our mission pathways outline our routes to success for our students, customers and the communities we serve. OUR STRATEGIC PRIORITIES 2017-2020 Our strategic priorities outline our aims and ambitions to enable economic prosperity, increase social mobility and deliver excellence. Priority One Priority TWO Priority three ENABLE economic prosperity INCREASE SOCIAL MOBILITY EXCEL IN ALL THAT WE DO Positively impact on economic Remove barriers and inspire Deliver an excellent experience prosperity by co-creating and aspiration to achieve social to all customers. jointly delivering an innovative progression. offer for business. 1 Utilise business intelligence to inform 1 Further develop the Group’s 1 Provide appropriate and impartial Group strategies and a responsive community provision to engage careers education, information, offer. individuals with no or low qualifi cations. advice and guidance which inspires and enables informed decisions, 2 Promote the benefi ts of participation 2 Co-design learning opportunities with directs to the right learning pathways, in education to wider communities, business to generate talent for the supports and then manages individual with a focus on social mobility cold success of the region. journeys to positive destinations. spots within the region, to realise work 3 Co-deliver holistic pathways with and life chances. 2 Effectively engage with schools business to support exceptional to ensure smooth transitions for academic, College-based and 3 Create a line of sight to work and young people. apprenticeship outcomes. independent living for all. 3 Innovate to engender challenge and 4 Co-create employer-endorsed and 4 Increase the Group’s local higher encourage risk taking in teaching sponsored activities to support education and skills offer to activities. individuals to match their career encourage widening participation. ambitions and enable employers to 4 Provide excellent holistic pathways 5 Collaborate with the wider education access high-calibre talent. which facilitate and nurture achievement and skills system across the region to of crucial life and work skills. 5 Nurture entrepreneurship and expand opportunities and improve foster creativity, business acumen educational attainment. 5 Maintain safe, accessible and and enterprise to support positive sustainable learning environments, 6 Engage and mobilise the Group’s destinations to employment, with inspirational learning zones that community of advocates to raise including successful business foster independent study and promote awareness of all the choices and start-ups. wellbeing for all. pathways available, infl uencing and 6 Continue to improve English 6 Proactively meet business need to motivating individuals. and maths skills and encourage continually upskill and retrain the 7 Continuously promote a culture of appreciation of the value of good region’s workforce. equality and diversity by removing literacy and numeracy, required for 7 Develop the Group’s commercial barriers to learning and eliminating success in work and life. offer to support the needs of business performance and engagement gaps. 7 Improve all aspects of customers’ and investment in the Group’s valued experience, embracing a culture of resources for the benefi t of all ownership and accountability for stakeholders. quality compliance and continuous performance improvement. 4 INTRODUCTION Welcome to our annual review for 2019. In a year of substantial progress and change, we have never lost sight of our core purpose to predict and serve the needs of our business and civic communities. Major strides have been taken to meet the three key priorities set out in our strategic plan for 2017-20 – enabling economic prosperity, increasing social mobility and excelling in all that we do – and this review charts how our achievements have a meaningful impact on all our stakeholders, from students, employers and community leaders to regional and national policy-makers. We have redoubled our efforts to forecast workforce requirements and join forces with employers to co-create educational pathways that generate the talent pipeline sorely needed in today’s rapidly changing economy. Our partnerships with business are truly transformational, based on quality, innovation, trust and respect. At a time when too many people in our communities feel left out or left behind, we have also sharpened our focus on social mobility to ensure that every student, regardless of background or circumstances, develops the skills, aspirations and attitudes to reach Mandie Stravino their full potential in work and life. Chief Executive A drive for excellence is embedded in all aspects of our work and we are delighted that our endeavours are increasingly acknowledged nationally. The year ended with DCG retaining its ‘Good’ grading from Ofsted following a short inspection which recognised the quality of our leadership, management and governance as well as the standard of education we offer. It is also a measure of our infl uence and standing that we have welcomed so many prominent fi gures to DCG during the year, including the Secretary of State for Education and an international delegation from the British Council. They saw at fi rst hand our vibrant learning environments, dynamic support services and broad spectrum of study pathways from entry level to degree level. We now hope that our growing profi le gives us leverage in crucial government debates about how to ensure fairer funding and sustainable long-term support for further education. We are championing the Love Our Colleges campaign, launched by the Association of Colleges, for greater investment in a sector which Janet Morgan commands such a pivotal role in society. Chair of Governors While we can be justifi ably proud of our achievements this year, we will not rest on our laurels and will not be standing still. We have just set out our new strategic plan for 2020-25, and we would encourage all our partners and stakeholders to play their part. In line with our overarching vision to make bright futures a reality for all, we are excited about what the coming years will bring. 5 ‘GOOD’ GRADE RETAINED Derby College Group (DCG) maintained its ‘Good’ grading from Ofsted following a short inspection in December 2019. The inspectors’ report highlighted how DCG students are well prepared for further study or employment. Ofsted inspectors who scrutinised the quality of education, safeguarding and leadership reaffi rmed the grade which DCG received at its previous full inspection in March 2016. DCG was one of the fi rst further education institutions in the East Midlands to be inspected under Ofsted’s new framework of conducting short visits at colleges which were previously graded as ‘Good’. The fi ve-strong team of inspectors spent two days visiting all the Group’s colleges: the Roundhouse, the Joseph Wright Centre, Broomfi eld Hall and the Community College, Ilkeston. As part of their visit, they undertook a ‘deep dive’ look at study pathways in Sport and Animal Care, Construction apprenticeships and DCG’s large national retail programme for adults keen to return to employment following The tailored careers guidance on offer was highlighted, including contact extended periods out of the workforce. with employers which enables students to make more informed choices. The inspectors concluded that most students and apprentices experience “very good teaching and support”, developing new knowledge, skills and behaviours that prepare them well for further study or employment. “Adult learners, many of whom are from the most disadvantaged and hard-to-reach groups, benefi t from inclusive and highly personalised programmes. They gain confi dence from their work experience and study.” Ofsted 2019 Their report continued: “Leaders and managers have high aspirations for all students, including those with special educational needs and/or disabilities, and apprentices. They have worked with staff to turn these aspirations into concrete curricular plans. Together with governors, they have created a Lessons in Animal Care were praised for the way teachers frequently positive culture in which staff, students and apprentices are proud to work and tested students’ recall of topics from earlier lessons. study.” 6 “Students enjoy attending College. They feel safe and welcome. They value the good standard of accommodation and resources. Young learners feel respected and valued by teachers and other staff.” Ofsted 2019 Among key fi ndings were that: • DCG’s “excellent links” with local employers and higher education Inspectors were impressed by the way Sports students received “precise providers help to give students good exposure to the workplace and feedback with clear