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Edinburgh College Blueprint Delivering the Strategic Plan 2017-2022 Edinburgh College Blueprint Delivering the Strategic Plan 2017 - 2022

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Edinburgh College Blueprint Delivering the Strategic Plan 2017-2022 Edinburgh College Blueprint Delivering the Strategic Plan 2017 - 2022 EDINBURGH COLLEGE BLUEPRINT DELIVERING THE STRATEGIC PLAN 2017-2022 EDINBURGH COLLEGE BLUEPRINT DELIVERING THE STRATEGIC PLAN 2017 - 2022 CONTENTS What We Do 01 Why Change? The Strategic Plan 2017-2022: 04 The Plan on a Page 06 The Transformation Portfolio 12 The Next Steps EDINBURGH COLLEGE BLUEPRINT - DELIVERING THE STRATEGIC PLAN 2017-2022 WHAT WE DO OUR MOTTO: For the future you want WHY CHANGE? Edinburgh College has developed a new Strategic data regarding student demographics, previous Plan for 2017 – 2022. This is the second Strategic marketing efforts and student destination analysis. Plan since the college came into existence and It has also surveyed its faculties, Board members comes at a vital time for Edinburgh College and and stakeholders regarding their opinions of five the FE sector across Scotland. The Strategic Plan strategic priorities and within these what initiatives provides the vision, values and strategic priorities and projects might drive the college forward for the for the college for the years ahead. The Principal future. A great deal of further detail about the college and the Board of Management have a clear vision and regional contextual information is contained that by 2022 Edinburgh College wants to be seen within the Regional Outcome Agreement. as a vibrant, dynamic and confident college that inspires success in its students and staff, delivers The college has analysed information and feedback outstanding performance, and is highly regarded from these varied sources and is certain that future and sought after by partners, employers and the efforts must sustain and produce: wider Scottish, UK and global communities. • Satisfied graduates who spread the word about This Edinburgh College Blueprint presents some the college detail on the work required to deliver against those • Outstanding faculty members and support team strategic objectives and sets out the priorities for the members who are happy in their work college in managing change through a Transformation • Flexibility and improved engagement in Portfolio. The Edinburgh College Transformation responding to stakeholders and partners Portfolio will build on the work already started • A robust student-centred learning model and a through the Business Transformation Plan and be the focus on how, when and where students would main mechanism by which the college coordinates like to be engaged in learning its strategic activities over the years ahead. The • Programmes and courses to meet new and Blueprint will be updated throughout the five year changing workforce needs and the needs of the period as work progresses. region • Programmes and courses to increase commercial In preparation for the development of the new capacity and income diversification Strategic Plan, Edinburgh College has followed • An improved and strong Edinburgh College brand national good practice and consulted widely over • College growth while assuring both high staff an extended period. The college has also examined morale and high-quality customer service. 01 In addition, there will be a continued balance between proportion of students may need financial aid, job supply and demand in meeting government and SFC preparation and placement services. The college is specific priorities, including a greater focus within the committed to making the student experience the best regional outcome agreement on: it can be, with student ownership and leadership part of life here. • Developing the young workforce • Adult returners The college sector must continue to address • Strategic partnerships with schools, universities efficiency requirements, demonstrate best value and local authorities and manage the impact of national pay bargaining alongside reductions in core funding. Staff are To ensure streamlined pathways are created, the most valued resource and there must be an efficiencies are found and duplication is avoided. increased focus on staff satisfaction and workforce development. As a large regional further education college and a public sector organisation, change is ever present at With expected population growth in Edinburgh, Edinburgh College. The Edinburgh College Strategic there will continue to be an emphasis in the regional Plan recognises that the college has been through workforce on lifelong learning and retraining to considerable change brought about through merger. remain innovative and competitive in the workplace. The years ahead will provide their own challenges As the regional college, Edinburgh College must work but there is an opportunity to manage this change with local authorities, schools, universities, employers positively, address any legacy issues much more and strategic partners to ensure the courses on offer positively and strengthen the college for its students meet that need and the requirements of students. and staff. The college must also find new and innovative ways forward through partnership working. Students and The college will have to adapt to a changing free employers will want learning experiences that cross market and global completion within the context of traditional content barriers and the boundaries of the UK leaving the EU and must prioritise partnership credit and non-credit courses; there will also be a working with its strategic and commercial partners. demand for continuous learning for older learners as This includes the Edinburgh and South East the expected pension age continues to increase and Scotland City Region Deal and the City Plan, with people live longer. regards to developments in housing, innovation and digital technology, which will cause a sea change in It is likely that future funding will remain expectations from a variety of external sources. The dependent on performance and learning outcomes college’s curriculum will need to develop in line with measurements via the Regional Outcome Agreement these initiatives. (ROA). This may be expanded upon dependent on the outcomes of government reviews (eg. Enterprise Time is becoming a precious commodity, with & Skills Review 2017). The college will meet the flexibility and innovation expected from students commitments laid out in the Regional Outcome and employers. A college education is increasingly Agreement. being pursued in a non-linear fashion by students and the successful implementation of the Curriculum This is just a sample of the opportunities for the Strategy, coupled with a more innovative approach to college over the next few years but it is possible to the student experience, will better prepare learners see that, in order to deliver the vision and aims of for employment opportunities. the Strategic Plan, different and innovative thinking will be required. Moreover, staff and students’ Students, like all consumers, have increasingly involvement in the change work is vital to maintaining high expectations of their experience, learning and and improving achievement, the success of which is the services offered by the college, and a higher critical for the college. 02 EDINBURGH COLLEGE BLUEPRINT - DELIVERING THE STRATEGIC PLAN 2017-2022 03 THE STRATEGIC PLAN 2017-2022:THE PLAN ON A PAGE WHY WE ARE HERE HOW WE DO IT OUR VISION FULFILLING AIMS OF • Inspiring Futures, KEY DRIVERS • Transforming Lives • Supporting Communities EXTERNAL DRIVERS • Developing the Young OUR MISSION Workforce (DYW) • Community planning Edinburgh College will be partnerships (CPPs) a leading college providing • Education Scotland’s new excellent education through a quality framework - How Good is Our College? quality curriculum. Our students will be enriched • National STEM agenda through their experience and achievements. The college will continue to support the region’s INTERNAL DRIVERS economic development and enhance its reputation as a • STEM Manifesto valued partner. • Regional Outcome Agreement • NEW Equality Outcomes OUR STRATEGIC AIM PRIORITY OUTCOMES 2017-21 (FROM OUR ROA) • College departmental • Delivering a superb strategies including: student experience • Achieve financial target Curriculum; Learning, Teaching and Assessment; • Improve full-time further • Providing an excellent Commercial; Student education attainment curriculum Experience; Estates • Supporting & inspiring our • Maintain full-time • Gender Action Plan people students achieving a positive destination • Valued in partnership & communities • Grow commercial income and college • An efficient & effective turnover college • Achieve student recruitment target 04 EDINBURGH COLLEGE BLUEPRINT - DELIVERING THE STRATEGIC PLAN 2017-2022 THE STRATEGIC PLAN 2017-2022:THE PLAN ON A PAGE HOW WE DO IT CURRICULUM EXCELLENCE PROGRAMME • Curriculum Strategy SUPPORTING AND • Learning, Teaching and INSPIRING OUR PEOPLE Assessment Strategy PROGRAMME • Digital Inclusiveness • Schools/College Partnership • Staff Awards • Staff Reward and Satisfaction • Staff Academy • Workforce Development STUDENT EXPERIENCE PROGRAMME 19 STRATEGIC CHANGE • 24/7 College PROGRAMMES • Core Skills • Student Experience EFFECTIVE AND EFFICIENT COLLEGE PROGRAMME VALUE IN PARTNERSHIP AND COMMUNITIES PROGRAMME • Digital Transformation • Partnership Coordination and • Estates Transformation Improvement • Finance and Sustainability • Industry and Communities • Service Improvement Engagement • Commercial Development • Strategic Innovation 05 THE TRANSFORMATION PORTFOLIO This Edinburgh College Blueprint is intended as a OUR AMBITION: The college will be open to high-level description of the major areas of change students when and where they want that will
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