2013-16

an Pl STRATEGIC STRATEGIC 1 2 Foreword

In February 2013 Ofsted recognised College as one of the highest performing general further education colleges in the country.

For more information log on to www.dudleycol.ac.uk Foreword 3 Foreword has played a pivotal role in the provision of vocational and technical education in Dudley borough and the wider Black Country for over 150 years.

The last five years have been particularly remarkable for the college. In 2012 we successfully completed and opened the first two phases of the Dudley Learning Quarter, catalysing the regeneration of Dudley town centre. We opened our Skills Hub, enhancing services for employers and also our Employment Hub, helping young people and adults into work. We supported more young people in learning than ever before and achieved a significant increase in the number of apprentices of all ages studying at college and in their workplaces. We continued to extend and diversify our curriculum introducing exciting new programmes. As a result, in February 2013 Ofsted recognised Dudley College as one of the highest performing general further education colleges in the country. But we acknowledge there is still much to be done. The Black Country faces significant challenges in the years ahead, foremost of which is the need to further improve the skills and attainment levels of young people and adults. Higher level skills are essential if we are to continue to drive the region’s economic recovery. This strategic plan, for the period 2013-16, sets out the mission and vision we have for Dudley College. It details our strategic priorities and the actions we will take over the coming years. We look forward, with renewed energy and enthusiasm, to helping to secure the future success of Dudley and the Black Country. Lowell Williams, Principal

For more information log on to www.dudleycol.ac.uk The college is the preferred choice 4 for over 12,000 students, including About young people, adults and employers. A b ou t D ud l ey Co ll e g Dudley CollegE As a general further education college, we seek to meet the needs of:

• Local young people aged 16-19 The college’s history can be years following full time and part traced to the Dudley Institute time study and apprenticeships. in 1862. • 14-16 year olds undertaking part time vocational programmes, Dudley College is a long established general Further delivered in collaboration with Education college situated in the Black Country local schools. Metropolitan Borough of Dudley. • Employers locally, regionally and We offer 4000+ courses in a wide range of vocational and nationally seeking to develop the academic programmes. The college offers courses in all the skills of their workforce via part sector subject areas and is actively involved in employer time study. engagement, working with almost 1,500 employers on an annual basis. Strong partnerships exist with universities and • Individuals in employment seeking local schools and some collaborative work is undertaken with other colleges. to develop their skills to improve their employability, by following The college employs approximately 750 staff and is a major full and part time study and employer in the Black Country. Despite the continuing apprenticeships. instability in the economy, and the uncertainties this brings, the college regularly produces underlying surpluses and generates • Individuals and community groups cash which we reinvest for the benefit of our learners. seeking to enter the world of The college was last inspected by Ofsted in February 2013. education and training, on a part The report, published on 9th April 2013, finds that all areas of time and full time basis to improve the college are ‘Good’ or better noting the college’s many their life and employability chances outstanding features. Inspectors particularly praised the college and those of their families and for its ‘very high’ success rates, ‘outstanding’ accommodation and resources across the new Learning Quarter and the communities. ‘inclusive and harmonious environment’ in which students study. Students’ attitude to the college, their tutors and each • Adults seeking to gain higher other was also commended. Their ‘behaviour is excellent’ and level qualifications. they were seen to ‘take their studies seriously’ and ‘enjoy coming to college’. The college’s Visual Arts provision area • Learners from overseas aiming was awarded the highest grade of ‘Outstanding’. to gain British qualifications, studying full and part time on a full cost basis.

For more information log on to www.dudleycol.ac.uk The summary of Key findings included the following statements: 5

• Standards have improved since the last inspection and A b ou t D ud l ey Co ll e g are now above average on courses for all learners. The college

• Apprentices achieve very high success rates. employs

• Learners develop good specialist skills which support approximately their high rates of progression into employment and more advanced studies. 750 staff and is a

• The college is an inclusive and harmonious environment major employer and provides outstanding accommodation and resources in the Black to support learning. Country. • Learners benefit from consistently good teaching, learning and assessment, which combined with excellent guidance and support, enables them to make good progress.

• The successful development of the Dudley Learning Quarter has improved the quality of provision for learners.

• Partnership work is outstanding. The college works productively with employers and other education organisations to provide a broad and appropriate curriculum which matches local and regional needs.

For more information log on to www.dudleycol.ac.uk years of Technical Education 6 in Dudley... 150 ye a r s o f 150 1927 Five acre site at The Broadway offered by Dudley Town Council. edu catit e ch n ical on i n D ud l ey

1862 Dudley College traces its origins to the building of the Dudley Public Hall and Mechanics Institute in 1862.

1896 Additional accommodation in Stafford Street was acquired and became the Dudley Technical 1931 School (renamed the Dudley Building works begin Technical College in 1928). following acceptance of a tender of £74,177.

1935 First students admitted in September.

1918 Agreement reached between Dudley and Staffordshire Education Committees to erect a college to provide Technical Education facilities.

For more information log on to www.dudleycol.ac.uk 1968 2002 Completion of Acquisition of Castle View The Broadway F block campus from University to accommodate Motor of Wolverhampton. Vehicle, Electrical and Hydraulic laboratories.

2011 7 1973 Opening of Energy Training

1936 Hub in Tipton. 150 ye a r s o f Glass Centre opened Official opening of at Brierley Hill by HRH The Broadway site. Duchess of Kent.

1939 Outbreak of World War 1982 edu catit e ch n ical on i n D ud l ey Two – decision to postpone Construction of completion of further Wolverhampton Street site. building work. 1990

Mons Hill campus opened. 2012 Completion of Dudley Evolve and Dudley Sixth to form phase 1 and 2 of the 1993 Dudley Learning Quarter, Official opening of G & H officially opened by the Rt block at The Broadway by Hon Dr Vince Cable MP, HRH Duke of Kent. Secretary of State for Business, Innovation and Skills on 21st November 1955 2012. Closure and disposal Completion of building of Castle View site and work to include Electrical relocation of Glass Engineering, Metallurgy, Centre to Dudley Evolve. Meteorology.

1966 1998 Termination of joint Opening of Centre for administration with Learning at Rover, Longbridge. Staffordshire Council – college became sole responsibility of Dudley 2001 Council and renamed Merger with Rowley Dudley Technical College. Regis College.

For more information log on to www.dudleycol.ac.uk Dudley Borough 8

D ud l ey Borou gh and the college In terms of general characteristics, Dudley’s population is 313,300, with 195,200 of these residents being of working age. a nd The borough has the third St James’s and St Thomas’s) largest population in the all being located within close th e c o ll g region and proximity to the college. is the 24th largest local The 2011 Census reported that authority in Great Britain. 63,428 residents have a disability that limits day-to-day activity. The borough has an ageing Around 8.9% of the working-age population with people over 64 population in 2012 were from accounting for 18.7% of the total a black and minority ethnic population (2011 figures), (BME) background. compared to 16.7% in 2001, whilst the Jobseekers claimant In 2012, the percentage of Dudley rate for the Dudley borough pupils achieving 5+ A*-C GCSE stands at 10,4351 (5.3%). This grades increased from 80.8% in compares against a West Midlands 2011 to 83.2%3. While this falls metropolitan county total of behind other Black Country local 166,450 claimants. Analysis of authority wards (e.g. Sandwell at claimant by other Black County 85.6%4, Walsall at 86.8%5 and Local Authority wards indicates Wolverhampton at 84.1%6), these Sandwell at 14,155 (7.2%), figures need to be considered Walsall 10,565 (6.3%) and within the context of the West Wolverhampton at 12,690 (8.0%). Midlands regional average at 85.5% and the average for Based on an Index of Multiple at 81.8%. This also does not Deprivation (IMD), Dudley ranks represent the percentage of at 104 out of 326 districts in pupils achieving 5+ GCSE grades England (IMD 2010)2 with the at A*-C including English and five most deprived wards in Maths, which is 56.1%, potentially the borough (Castle & Priory, indicating issues with literacy Brierley Hill, Netherton, and numeracy. Woodside & St Andrew’s,

For more information log on to www.dudleycol.ac.uk For the academic year 2012/13, the national average of 69.7%. 5,967 students were from Dudley In relation to degree level and most of the remaining ones qualifications (Level 4 and above) are from neighbouring boroughs, only 24.4% of the working age cities and counties of the West population are qualified at or Midlands. Based on the latest data above this level which is available from the Office of significantly below the national National Statistics Annual average of 32.9% and the average Population Survey, 11.9% of the for the West Midlands of 26.3%. 9 working age population have no Although 87.4% of Year 11 school qualifications, which is close to leavers in 2011 continued in the regional average of 14% but full-time education7, some 6.5% D ud l ey Borou gh higher than the national average of 16-18 year olds in the borough of 10.6%. At Level 2 and above, of Dudley are not in education, 65.7% of the working age employment or training (NEET)8 population are qualified to this as of December 2012. level, which is again lower than a nd th e c o ll g

1 Unless otherwise stated, all statistics are taken from the Office of National Statistics NOMIS database, available at: www.nomisweb.co.uk/default.asp 2 www.dudley.gov.uk/council-democracy/statistics--census-information 3 www.education.gov.uk/inyourarea/results/lea_332_pconlas_3.shtml 4 www.education.gov.uk/inyourarea/results/lea_333_las_3.shtml 5 www.education.gov.uk/inyourarea/results/lea_335_las_3.shtml 6 www.education.gov.uk/inyourarea/results/lea_336_las_3.shtml 7 www.connexionsdudley.org/sites/default/files/Destination%20Trends%20-%20Dudley_0.pdf 8 www.connexionsdudley.org/sites/default/files/NEET%20-%20Dudley%20December%202012.pdf

For more information log on to www.dudleycol.ac.uk Key Strategic 10 Priorities OUR To focus ourselves in taking the O ur M issi on MISSION next steps, we have identified seven key strategic priorities for The Corporation of the college regularly reviews the mission the period 2013-2106. They are: and character of the college taking fully into account the wider strategic priorities of national, regional and local government, and • Strategic Priority 1: the needs of the local people and the employers of the region. Outstanding teaching and learning.

• Strategic Priority 2: The college’s mission A relevant and responsive statement for 2013-16 is: curriculum. • Strategic Priority 3: “Our mission: outstanding Outstanding facilities and learning which develops resources. skills, raises aspirations and • Strategic Priority 4: changes lives. Meeting employers’ needs. • Strategic Priority 5: Supporting our local community.

• Strategic Priority 6: Investing in our people.

• Strategic Priority 7: OUR Financial strength. This strategic plan outlines our VALUES actions against these priorities. In achieving our aims and in delivering our mission we will:

• Put the learners at the heart of all we do. • Act with integrity, transparency and mutual respect. • Communicate clearly and openly. • Value each and every individual. • Recognise innovation and success. • Support and encourage team working. • Be a model of good equality and diversity practice. • Reduce our impact on the environment.

For more information log on to www.dudleycol.ac.uk OUR Vision 11 OUR VISI ON Our vision for the future is this.

By 2016 we will be recognised locally, regionally, nationally and internationally as a provider of the highest quality education and skills programmes. Dudley College will be known as ‘a great place to study and work’.

Success rates will remain high and above national averages at all levels and for all ages. Teaching will always be good and very often outstanding. Students and staff alike will report high levels of satisfaction with the college, well above averages for the sector and in line with the ‘best in class’ in the public and private sector. The next time the college is inspected Ofsted will report our overall effectiveness as ‘outstanding’.

Employers will recognise the college as a key partner in driving their business performance and meeting their skills needs. Our services to employers will be flexible, responsive and effective and the college will enjoy very high levels of employer responsive provision. The college will continue to be at the heart of regeneration strategies in the borough and wider Black Country working closely with the Black Country Local Enterprise Partnership.

Our local community will recognise Dudley as a proactive college which serves their needs and supports the economic, social and personal development of local people. Our learners will comment that our provision is welcoming and inclusive. Our students will go onto positive futures contributing back economically and socially to their own communities.

By 2016 the Dudley Learning Quarter will be near completion. In addition to our existing buildings we will have created inspirational new facilities for engineering and advanced manufacturing, independent living and learning, academic research and study, sport and outdoor fitness.

8 www.connexionsdudley.org/sites/default/files/NEET%20-%20Dudley%20December%202012.pdf

For more information log on to www.dudleycol.ac.uk 12 Strategic Priority 1: Outstanding teaching and learning. S t r at e gic Pr i or it y 1 Context Our Strategic Plan 2009-2014 detailed ambitious plans for the college. Foremost of these was the ambition to create a culture of high expectation and achievement from which we could begin our journey towards becoming an outstanding college. The 2009-14 Strategic Plan recognised ‘excellence in teaching and learning’ as a key element of this journey.

By 2013 we have made very significant progress. In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found: “The Principal and governors have established a clear and ambitious strategic direction for the college which is understood and endorsed fully by staff. Their vision promotes a culture of high aspiration and achievement... Standards have improved since the last inspection and are now above average on courses for learners of all ages and at all levels”.9

The report notes that: “Learners benefit from consistently good teaching, learning and assessment, which combined with excellent guidance and support, enables them to make good progress” and that “Senior managers give a very high priority to improving the quality of teaching, learning and assessment.” Whilst the report finds that “The vast majority of lessons are good” inspectors note that “only a minority are outstanding”.10

Outstanding teaching and learning is therefore the first priority for our new Strategic Plan 2013-16. Building on the excellent progress we have made to date we will strive to promote the best possible experience for our learners. This will be achieved by placing an even stronger emphasis on developing outstanding teaching.

9 Ofsted Learning & Skills inspection report, 9th April 2013, page 12 10 Ofsted learning & Skills inspection report, 9th April 2013, page 1

For more information log on to www.dudleycol.ac.uk 13 S t r at e gic Pr i or it y 1

Standards have improved since the last inspection and are now above average on courses for learners of all ages and at all levels.

For more information log on to www.dudleycol.ac.uk 14 What we will do

S t r at e gic Pr i or it y 1 We will ensure that outstanding framework for further education teaching and learning remains the colleges. college’s foremost priority monitored closely by the We will annually measure the Standards Committee and the performance of those staff wider Corporation. delivering teaching and learning through an independent, objective This will be set in the context of our process, setting challenging culture of high expectations, performance objectives for high achievement (HEHA). all staff. Observations will be We will continue to ensure the carried out by our advanced high expectations we have of practitioner team. ourselves are reflected in Observations will extend to all everything that we do. lecturers, assessors, instructors and A college annual operational trainers. Alongside the teaching development plan will carefully observation grade we will develop detail the actions we will take and a more holistic approach to the measurable outcomes (key assessing a teacher’s performance performance indicators and key bringing together key metrics impact measures) we expect to relating to teaching and learning. achieve in respect of this priority. The pay progression of staff will be linked to their performance Through our HEHA culture we and their wider contribution to will provide a consistently high the college. quality and a uniform approach to how we manage, We will ensure that targets develop and deliver teaching for teachers, which have been and learning across the college. agreed through performance We will ensure curriculum review, are clearly related to management is consistently increasing the proportion of strong in all curriculum areas. outstanding teaching, learning and assessment in the college. Through staff induction, professional updating, We will provide an extensive performance review and our programme of professional annually updated Guide to Teaching updating and support for teaching at Dudley College, we will make and assessing staff. This will be explicitly clear our supplemented by the work of our expectations in respect of academic mentors, subject outstanding teaching and learning. learning coaches and In doing so we will ensure we advanced practitioners. promote best practice in We will review and revise our teaching and learning as defined approach to lesson planning. through Ofsted’s inspection

For more information log on to www.dudleycol.ac.uk 15

Specifically we will provide implement ‘bksb live’, a web-based S t r at e gic Pr i or it y 1 additional staff development learning platform that will enable to help improve the consistency learners, particularly those in the with which our teachers reinforce work place, to develop their learners’ understanding of English and maths skills and English and mathematics so enhance their classroom learning. that learners can make quicker progress. We will also ensure that teachers of learners with Our Functional Skills success learning difficulties and/or rates are high and well above the disabilities receive appropriate latest published national rates but training so that they are ready to there remain opportunities to provide good specialist support further improve this provision. for the increasing number of We will continue to implement learners with complex needs. our successful functional skills strategy. The college’s ‘raising In the specific curriculum areas standards’ team will provide a where the college intends to comprehensive continuing extend provision for 14-16 year professional development olds we will ensure that programme alongside one to one specialist training is given to support for all staff delivering Key teaching staff working with this and Functional Skills. We will particular priority group.

We will ensure that outstanding teaching and learning remains the college’s foremost priority monitored closely by the Standards Committee and the wider Corporation.

For more information log on to www.dudleycol.ac.uk We recognise the importance of high attendance for all of our learners. To further improve attendance we will ensure that all How will teachers rigorously reinforce the importance of good attendance. We will monitor teachers’ effectiveness in this we measure respect through our observation programme. our success? Opportunities for learners to achieve their full potential will be maintained through the continued use of our extensive initial • 16-18 learner success rates at long

16 assessment and our ‘learners at risk’ strategy. Key to this will level 1. be work of personal tutors, student mentors and Dudley buddies. • 16-18 learner success rates at long level 2.

S t r at e gic Pr i or it y 1 The performance of differing groups of learners will be monitored so that those who are seen to be under-performing • 16-18 learner success rates at long are provided with specialist support, in line with our equality level 3. & diversity principles (EDIMs). We will promote learners’ • 19+ learner success rates at long level 1. understanding and tolerance of diversity within their lessons by • 19+ learner success rates at long level 2. sharing more fully the excellent practice that exists in parts of the college. • 19+ learner success rates at long level 3. • Lessons observed graded good We will provide high quality advice, guidance, initial or better. assessment and continuous support throughout our • Learner satisfaction in comparison learners’ time at the college. To complement this we will to national survey results. provide a range of high quality counselling, careers and welfare support for learners at the highest risk of not achieving their • Young people progressing directly into employment. full potential. • Young people progressing within We will continue to set individual, high and stretching Further or into Higher Education. academic targets for all of our learners. We will closely • Previously unemployed adults monitor the progress of learners, during lessons and over progressing into employment. the duration of their programmes, with the aim of ensuring • Adults progressing into Further or their learning develops as quickly as possible. Through a Higher Education. rigorous and detailed induction programme we will ensure all of our learners understand our aspirations for them in respect • Number of learners with a learning of their conduct and attitude. We will continue to promote difficulty or disability progressing a curriculum specific dress code for all learners. Our REACH into employment or further training. programme will ensure gifted and talented students realise • Learner attendance. their full potential. • Value added and distance travelled measures. Listening to what learners have to say about the college is of paramount importance. We are therefore committed to • Equality and diversity impact measures (EDIMs). continually developing, supporting and extending our highly effective learner voice strategy. Mechanisms for engagement • Inspection grades. are wide and varied and include the class representative system, student council, students’ union and membership on appropriate college committees. Our learners will feel valued and that they are co-producers of their learning experience. Dudley College Guide to Teaching We will maintain our current effective arrangements to ensure we meet fully our statutory responsibility in relation to safeguarding. At the heart of this are comprehensive arrangements which enable staff to identify quickly any learners or groups of learners who are at risk. Staff will continue to promote health and safety in classrooms and workshops.

Through a range of events and media we will actively celebrate the successes and achievements of all of our learners.

For more information log on to www.dudleycol.ac.uk www.dudleycol.ac.uk Strategic Priority 2: 17 A relevant and responsive curriculum. S t r at e gic Pr i or it y 2 Context Dudley College has over 150 years of experience in providing vocational and technical education for young people and adults in the borough of Dudley and the wider Black Country. As a result the college has a comprehensive and extensive curriculum offer. Over the life of our previous strategic plan we carefully developed our curriculum by working closely with a range of stakeholders.

In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found:

“Partnership work is outstanding. The college works productively with employers and other education organisations to provide a broad and appropriate curriculum which matches local and regional needs”.11

We recognise, however, that the learning and skills needs of young people, adults and employers are continually changing, as are those of our wider stakeholders. We also recognise that changes in government policy and the reconfiguration of the regional skills planning infrastructure requires that we keep our partnership working fresh and relevant.

The principle of developing and offering a curriculum that meets the needs of young people, communities and employers in Dudley Borough and the wider sub region therefore remains central to our curriculum strategy. A fundamental driver of this will be strategic alignment to the priorities of our key partners, in particular the Black Country Local Enterprise Partnership (LEP), the Black Country Consortium, the Black Country Chamber of Commerce and Dudley Metropolitan Borough Council.

11 Ofsted Learning and Skills inspection report, 9th April 2013, page 1

For more information log on to www.dudleycol.ac.uk 18 What we will do

S t r at e gic Pr i or it y 2 We will seek to work general hydraulic engineering, collaboratively and design engineering, machine transparently with key setting and general engineering stakeholders and partners maintenance. including the Black Country LEP, the Black Country Consortium, Through Dudley Advance we also the Black Country Chamber of anticipate a significant growth Commerce, Dudley Metropolitan in STEM apprenticeships. We Borough Council, employers, will develop new apprenticeship community groups, schools, pathways including: Engineering regional further education Leadership, Engineering Tool colleges and other training Making, Engineering Woodworking, providers in planning and, Pattern and Model Making, where appropriate, delivering Fabrication and Materials our curriculum. Processing and Finishing, Fabrication and Welding, The further extension of the Laboratory and Science college’s science, technology, Technicians, Production of engineering and mathematics Coatings and Research and (STEM) curriculum will be a Development. Collaborative key feature of our curriculum working with those employers development activities during the supporting Dudley Advance will life of this strategic plan. The help to ensure the long term development of Dudley Advance, viability of this provision where our new flagship engineering and numbers at the outset may be low. advanced manufacturing centre, will be the cornerstone of our In support of higher level STEM STEM curriculum. As a priority skills we will facilitate progression we will work towards and achieve from apprenticeships to NEF (New Engineering Foundation) advanced apprenticeships, ‘STEM Assured’ status. and to Foundation Degrees. We will work in close Through Dudley Advance we partnership with Aston will extend skills provision for University in the development young people and adults in the and delivery of the higher level transformation sectors STEM curriculum provided through targeting the skills shortages Dudley Advance. identified by the Black Country LEP. This will including the Developing on the principles of introduction or extension of the Wolfe Report and freedoms training in PLC programming provided to further education and operation, mechatronics, colleges, we will develop a targeted foundry skills, CAD and CNC and specific curriculum offer programming, electronic design, for full time learners aged 14-16

For more information log on to www.dudleycol.ac.uk 19 S t r at e gic Pr i or it y 2

For more information log on to www.dudleycol.ac.uk The further extension of the college’s science, technology, engineering and mathematics (STEM) will be a key feature of our curriculum development. 20 S t r at e gic Pr i or it y 2

For more information log on to www.dudleycol.ac.uk 21

years wishing to pursue a career of young people and adults 2011, and in partnership with Job S t r at e gic Pr i or it y 2 in engineering and advanced regarding English and Centre Plus, we will extend the manufacturing. By the end of mathematics. Comprehensive range and number of our this plan we aim to be providing a initial and diagnostic assessment, employability programmes, STEM programme, comprising interactive and contextualised helping adults back into work. GCSEs and relevant vocational classes, and on-line self-study For young people at risk of qualifications in engineering and materials will enable students becoming NEET, our highly manufacturing, for up to 150 without a grade C at GCSE to effective Youth Skills young learners. Studying aspects progress to this level within programme for 14-16 year olds of engineering via a real-life a time frame appropriate to and our GAP programme for project approach developed with their ability. 16-19 year olds will both remain local employers will be a central core features of our provision. feature. The provision will be Recognising the need to improve located in Dudley Advance. In the percentage of young people We will also develop appropriate developing and delivering this with level 3 and above Traineeships recognising the curriculum we will work closely qualifications, particularly in the essential role they can play in with our partner schools north of Dudley borough, and supporting young people seeking the benefits of working with our partner schools, currently not in education or collaboration over direct we will continue to develop employment. We will actively competition. the advanced level promote Traineeships to curriculum offered by Dudley employers ensuring they are We have been carefully following Sixth. Through the introduction well informed and fully engaged. the developments of new of GCE A level Product Design, Programmes of Study. we will seek to integrate our We are very aware that we have A college working party has outstanding visual arts and design a key role to play in meeting already implemented changes to curriculum with our engineering the needs of young people ensure our curriculum from and manufacturing provision, and adults with learning September 2013, for learners allowing students from both difficulties and disabilities. aged 16-19, fully meets the disciplines to develop skills which The college will therefore further requirements of new programmes can readily be applied to develop provision for students of study. Work readiness, advanced manufacturing. with any form of learning work exposure and work difficulty or disability.W e will experience are, and will For adult learners aged 24+ continue to work closely with continue to be, key elements of we will promote the use of Dudley Metropolitan Borough the curriculum. We are fully advanced learning loans for Council as they have responsibility engaged in World Skills and programmes at level 3 and above. for placing students up to the regional skills competitions and age of 24 years in appropriate look forward to further success We will continue to contribute provision. A key development will in skills competitions over the to the further reduction in the be a partnership with The life of this plan. overall levels of NEETs (Not in and other local Employment, Education or special schools to create a We will continue to develop a Training) within the Borough. ‘SixPlus’ offer which will enable comprehensive and inclusive Through our Employment Hub, vulnerable young people to stay approach to meeting the needs which we opened in September at school post-16 and make the

For more information log on to www.dudleycol.ac.uk 22

S t r at e gic Pr i or it y 2 transition to college when range of learning that brings the Trust. This will provide real life they feel confident to do so. boardroom to the class room. work experience for our The college will continue to We will also develop an catering students and employed develop facilities appropriate apprenticeship programme apprenticeship opportunities to the needs of these students to support young people who for students successfully including Dudley Aspire a want to make a difference to the completing and progressing on specially designed independent development of an organisation from college based programmes. living and transition centre by using enterprise skills. that will better enable young During the life of this strategic people to develop the life skills A new initiative, The Dudley plan all of the college’s curriculum they need. Business School, will also open in areas will routinely continue September 2013. The Dudley to review and refresh their The percentage of adults with Business School is an innovative curriculum offer. This will result higher level qualifications in vision of learning which aims to in new curriculum offers. Dudley borough and the wider equip adult professionals with We anticipate, for example, new Black Country remains low. the skills needed to climb their ‘green deal’ qualifications added We will place a significant chosen career ladder. We will do to our construction offer, emphasis on extending our this by selecting and offering the new qualifications in theatre higher education offer. most relevant qualifications which production directly linked to Specifically we will provide young allow learners to become the work of our Evolve Theatre adults with more cost effective members of business professional Company and new apprenticeship opportunities to continue into organisations. We will also create frameworks in logistics, higher education locally, often on a sophisticated and motivational facilities management, a part time basis. We will continue learning environment, with the building services and leisure to work in partnership with the highest skilled teaching staff provided by our Skills Hub. University of Wolverhampton. available, to support The Dudley Business School. We will continue to work with The further development a variety of ‘good’ external of the college’s provision in Developing on our successful training providers who are entrepreneurship, business launch of hospitality and focused on key priority sectors and management will also be catering programmes for young and who are therefore able to a key feature of our curriculum people at level 2 in 2012, we will add value to the college’s range development during the life of further extend this provision of provision. this strategic plan. introducing new programmes for full time learners at level 3 and Through the Peter Jones new apprenticeship Enterprise Academy, which we frameworks for both young will launch in September 2013, people and adults. Working in we will support and help to partnership with Dudley Canal nurture the business dreams Trust we will develop a of ambitious young people who semi-professional kitchen at want to become successful and the new visitor’s centre which will self-employed. We will do this provide catering and hospitality through a unique and diverse services to visitors to the Canal

For more information log on to www.dudleycol.ac.uk How will we measure our success?

• Enrolments on college based programmes. 23 • Enrolments on apprenticeships and

work place learning programmes. S t r at e gic Pr i or it y 2 • Enrolments on Higher Education programmes. • Young people progressing directly into employment. • Young people progressing within further or into higher education. • Previously unemployed adults progressing into employment. • Adults progressing into Further or Higher Education. • Number of learners with a learning difficulty or disability progressing into employment or further training.

For more information log on to www.dudleycol.ac.uk 24 Strategic Priority 3:

S t r at e gic Pr i or it y 3 Outstanding facilities and resources. Context The period 2009-2013 was marked by unprecedented development of our facilities and resources. In the absence of any substantive capital support from the Skills Funding Agency (or its precursor the Learning and Skills Council), we carefully used reserves, disposals and prudential borrowing to embark on a major programme of estates regeneration.

Substantial renewal work was completed on our main site, The Broadway, including classroom refurbishment across all teaching areas, the creation of new teaching facilities, such as a training kitchen, renewal of technical equipment in areas such as engineering and motor vehicle, new learner social and refreshment spaces and a reconfiguration of the college’s main reception. We also realised, in part, ambitious plans to establish a town centre ‘learning quarter’. In phases one and two of the development of the Dudley Learning Quarter two landmark new buildings were completed: Dudley Evolve, an inspirational vocational learning centre supporting creative, visual and performing arts, hair and beauty, public services, sports and travel and tourism; Dudley Sixth, an academically orientated sixth form centre, dedicated to A level provision with an emphasis on sciences and mathematics.

Operational from September 2012, the Dudley Learning Quarter has changed the face of Dudley by creating a dedicated campus for learners right in the heart of the town. Packed full of exciting technology, learning and social spaces, the Dudley Learning Quarter provides learners and the local community with facilities to inspire their learning and maximise their potential.

Following the opening of the Dudley Learning Quarter we disposed of our former Castle View site and the Brierley Hill Glass Centre (relocated to Dudley Evolve) and closed, in part, our Mons Hill site. In effect we downsized our estate relocating to an energy efficient town centre campus.

12 Ofsted Learning and Skills inspection report, 9th April 2013, page 1 13 Ofsted Learning and Skills inspection report published 9th April 2013, page 12

For more information log on to www.dudleycol.ac.uk 25 S t r at e gic Pr i or it y 3

In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found:

“The Principal, governors and senior managers have led the college through the successful development of the Dudley Learning Quarter, improving the quality of provision for learners of all ages in the community that the college serves”.12 “The Dudley Learning Quarter boasts an impressive campus which learners take great pride in. The recently opened Dudley Sixth and Evolve buildings provide outstanding accommodation that enhance the environment and provide excellent resources for academic and vocational learning”.13

Going forward we have ambitious plans to continue the development of the Dudley Learning Quarter and to further enhance resources for all of our learners.

For more information log on to www.dudleycol.ac.uk 26 S t r at e gic Pr i or it y 3

For more information log on to www.dudleycol.ac.uk What we will do 27

Over the life of this plan we will Dudley Advance will be an exciting S t r at e gic Pr i or it y 3 continue the development of and complementary development the Dudley Learning Quarter. to the Dudley Learning Quarter. Alongside The Broadway, Dudley The building will sit on Priory Evolve, Dudley Sixth and the Road and offer a distinctive Wolverhampton Street Motor gateway development to the Vehicle Centre we will create: town and its civic quarter. inspirational new facilities for The form of the building is engineering and advanced designed to express itself as an manufacturing, through Dudley engineered object, analogous Advance; additional teaching, to milling, drilling and turning, as if research and social space for engineered from a single block. Dudley Sixth through Dudley The building will be BREEAM Enhance; new facilities for Excellent with an EPC A learners with any form of rating and will be fully DDA disability through Dudley Aspire; compliant. Dudley Advance will and new sports and outdoor be developed with some capital recreation facilities through support from the Skills Funding Dudley 3G. Agency and in partnership with employers. We plan to open The cornerstone of phase 3 of Dudley Advance early in 2014-15 the Dudley Learning Quarter is the academic year. development of Dudley Advance, a new centre for advanced The success of Dudley Sixth manufacturing and has necessitated further capital engineering technologies. development. As part of phase 3 Spread over four floors, Dudley of the Dudley Learning Quarter we Advance will contain specialist will develop Dudley Enhance. facilities for the study of This new building will occupy a mechatronics, electrical prominent position in the engineering and engineering courtyard between Dudley Sixth science, traditional machine tool and Dudley Advance. Dudley Enhance based engineering and state of will provide a 90 seat lecture the art CNC. Allied to the theatre, additional classrooms, educational facilities will be a a loan library and a social research and enterprise zone eating area. The lecture theatre supporting employers and is designed to take large groups innovation prototyping as well as operate as a businesses. Dudley Advance will mathematics workshop, also provide specialist facilities dividing into three discrete for 14 to 16 year olds. learning spaces.

For more information log on to www.dudleycol.ac.uk 28

S t r at e gic Pr i or it y 3 Dudley Enhance will be designed football pitch and surrounding During the life of this strategic to accommodate the future area adjacent to Priory Road. plan we will develop more fully expansion of Dudley Sixth as We propose to develop an plans for phase four of the required. We plan to open all-weather floodlit ‘3G’ pitch Dudley Learning Quarter. Dudley Enhance late in the with adjoining changing facilities. Central to this are outline plans 2013-14 academic year or early This will result in a much needed to relocate our construction in 2014-15 academic year. competition standard football provision from Mons Hill to a pitch, with ancillary facilities, in new facility on The Broadway site, Working in close partnership the heart of the Learning Quarter. The Broadway Construction with Dudley Metropolitan The facility will be available for Centre. We plan to open Borough Council and the the college’s learners, school The Broadway Construction Centre Education Funding Agency we will pupils, sports clubs and the by 2016. convert number 14 The Broadway, wider community. The proposal adjacent to our Broadway site includes the relocation and and Dudley Evolve into Dudley reinstatement of our outdoor Aspire. Dudley Aspire will be a challenge course used specially designed independent predominantly by our public living and transition centre services courses. Again, there are that will better enable young opportunities to make this facility people to develop the life skills available to schools, youth groups they need. Facilities will include a and the wider community. The kitchen, living room, fully fitted design for Dudley 3G has been bathroom and bedroom and fully developed and a planning sensory room. Dudley Aspire will application submitted. We plan to also provide dedicated training open Dudley 3G for the outset of areas for small group delivery the 2014-15 academic year. and facilities for horticulture and other complementary learning In developing our estates, we are programmes. We will explore committed to investing in our opportunities to expand Dudley ICT infrastructure. ILT facilities Aspire into number 16 The will be further enhanced as Broadway. We plan to open part of new ways of learning to Dudley Aspire late in the 2012-13 support the increasing use of academic year. e-learning and e-assessment in the curriculum. We aim to Working in close partnership achieve a learner/computer ratio with Castle High School, the of 3:1 and make greater use of Football Association and Dudley BlackboardTM, our virtual learning Metropolitan Borough Council environment. Our three year IT we aim to redevelop the current replacement strategy will continue.

For more information log on to www.dudleycol.ac.uk How will we measure our success?

• Successful completion of the planned

building projects within agreed 29 timeframe and budget. • The level of our capital investment in the region. S t r at e gic Pr i or it y 3 • Learner satisfaction with the new facilities. • Reduction in operating costs. • Reduction in college’s environmental impact as evidenced by reduction in carbon footprint in the last 12 months.

H G

E F

A Dudley College – The Broadway

B Dudley Evolve C Dudley Sixth D Dudley College – Motor Vehicle Centre E Priory Villa F Dudley Aspire G Dudley Enhance – Opening Spring 2014 H Dudley Advance Centre for Engineering and Manufacturing Technology – Opening

Autumn 2014 Bus Station Police Station Coronation Gardens Dudley MBC Council House

For more information log on to www.dudleycol.ac.uk 30 S t r at e gic Pr i or it y 4

For more information log on to www.dudleycol.ac.uk Strategic Priority 4: 31 Meeting employers’ needs. S t r at e gic Pr i or it y 4 Context Meeting employers’ needs was a key focus of our 2009-14 Strategic Plan. Over the life of the plan we made substantial progress in better aligning both our curriculum and our employer engagement process with the needs of employers. Central to this was the creation of the Skills Hub, our dedicated employer facing team, adoption of the Training Quality Standard (TQS) model for employer engagement and successful accreditation of TQS accreditation.

In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found: “The college plays a prominent role in local and regional collaborative initiatives with employers, other colleges, schools and local authorities in meeting the skills needs of the area. The college engages particularly effectively with employers in planning, designing and providing innovative training programmes”.14

During the life of the previous strategic plan we also achieved a very marked growth in the number of apprentices and work place learners and a significant expansion in the range of apprenticeship frameworks offered. Most importantly we achieved a marked improvement in the quality of our employer responsive provision.

On this inspectors further noted: “Success rates for learners on employer responsive programmes showed a marked increase during 2011/12. The number of apprentices has increased significantly in line with national priorities, their success rates are high and the vast majority complete their qualifications in good time”.15

Whilst we are pleased to have made this progress we recognise that there are major skills challenges which still face employers in the Black Country.

14 Ofsted Learning and Skills inspection report, 9th April 2013, page 12 15 Ofsted Learning and Skills inspection report, 9th April 2013, page 2

For more information log on to www.dudleycol.ac.uk What we will do 32

S t r at e gic Pr i or it y 4 Over the lifetime of this plan we In Dudley Advance, allied to the Through the Dudley Business envisage a continued high level of educational facilities, is a School we will offer corporate partnership working with research and enterprise zone training packages that focus on employers and their for learners to interact with start the key skills needed for representative organisations. up, innovation and prototyping business growth including We will actively support the Black businesses, particularly SMEs. leadership and management, Country LEP, the Black Country This will provide an opportunity innovation and growth strategies, Consortium and the Black for local employers to fully successful selling and effective Country Chamber of Commerce develop existing products as well supply chain and procurement participating at a senior level in as testing new products before management. employer and skills related they go to market. The opportunity initiatives such as the Black for students to work within a We intend to continue to Country City Deal application. commercial environment and increase the number of for employers to directly employers we engage with We will ensure our curriculum influence the training of future through a professional approach for employers is appropriate and employees is a key feature of to our sales and marketing responsive by analysing labour Dudley Advance. functions central to which are market intelligence and acting listening to what employers on outcomes – for example, We will work with major are indicating are their key introducing new apprenticeships, employers and their supply training needs and challenges. such as foundry engineering chains to identify skills and environmental waste shortages/gaps and develop We recognise that in order to be management. provision to meet their needs, successful in working with for example in logistics, employers, a wholly consistent We will prioritise those sectors warehousing and distribution. level of service is necessary. identified by stakeholders as key This will be achieved by ensuring to the future of the Black We will develop more effective all delivery services are overseen Country, such as high value on-the-job training for all by our Skills Hub and that all manufacturing and apprentices by planning the employers will have a single engineering, seeking innovative provision with employers for point of contact. Effective ways to meet employers’ needs. the whole apprenticeship employer relationships will be The development of Dudley programme and ensuring that managed through a client Advance for example is being mentors are present in the relationship management planned in close partnership workplace to contribute to (CRM) system. with the LEP and key local assessment and provide more employers. There are significant guidance for learners between Making training increasingly opportunities for collaborative assessment visits. We will accessible to employers and their work in the development and continue to involve employers staff is a key business priority. delivery of the apprenticeship in the design of our programmes, We will further develop a number offer. for example through Dudley of strategies to achieve this, such Advance and the Peter Jones as increased use of web-enabled Enterprise Academy. technologies such as Blackboard™,

For more information log on to www.dudleycol.ac.uk 33 Strategic Priority 4 advanced For more information log on to www.dudleycol.ac.uk information more For who felt Number of organisations as a improved their business had the college. done with of work result on addressing have The impact we skills gap. the regional Number of apprentices, apprentices, higher apprentices and higher apprentices apprentices, place learners. work old 16-18 year Success rates for apprentices. old 19-24 year Success rates for apprentices. old 25+ year Success rates for apprentices. old 16-18 year Success rates for advanced apprentices. old 19-24 year Success rates for advanced apprentices. old 25+ year Success rates for advanced apprentices. employer Success rates for NVQs. responsive levels. satisfaction Employer ow will we will we How our measure success? • • • • • • • • • • • e will also W e will increase the participatione will increase e will listen to what employers tell us e will listen to what employers e will therefore implement a range of e will therefore national initiatives e will promote e will ensure that our curriculum offer offer that our curriculum e will ensure of employers in the college’s in the college’s of employers good are Corporation ensuring there the links between and productive Corporation and the Black Country LEP. W through course reviews, focus groups, groups, focus course reviews, through organisational needs assessments . surveys and annual W monitoring mechanisms to quantify and levels overall benchmark employers’ of satisfaction with our services. Monitoring the effectiveness of our Monitoring the effectiveness engagement will be an employer important towards of our journey aspect becoming an outstanding college. W which can support employers in which can support employers such as need, the skills they developing Employers, for Grant the Apprenticeship code and advanced use of the innovation learning loans. W identify funding opportunities to support the establishment of innovative in training initiatives focused employer priority sectors. W needs by to employers’ is responsive monitoring both local and regional to identify skills economic barometers and labour shortages. e-portfolios and online assessment. to create will continue we In addition, in partnership on-site learning centres with employers. 34 Strategic Priority 5: Supporting our local community. S t r at e gic Pr i or it y 5 Context Supporting the local community has been at the heart of the college’s strategy for over 150 years. We were delighted to contribute to and read the outcome of Baroness Sharp’s enquiry into the role of further education colleges in their community, “A dynamic nucleus, Colleges at the heart of local communities”. In the introduction Baroness Sharp notes:

“We believe colleges can not only help people into jobs through skills training, but, by being proactive in their work with local communities, can also harness the energy of those communities towards positive outcomes which in turn promote health, happiness and social cohesion. In doing so, the key is for colleges to work in partnership, whether with local business, charities, local authorities or public sector organisations”.16

This statement encapsulates our strategic approach to supporting our local community. It also articulates the values and aspirations we hold in this respect.

During the life of this strategic plan we will build on our achievements to date and work towards Baroness Sharp’s aspirations. In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found that our “partnership working is outstanding” noting, for example that “Dudley Sixth is an innovative partnership with schools... to meet the needs of the local community”.17

16 A dynamic nucleus: colleges at the heart of local communities, The Final Report of the Independent Commission on Colleges in their Communities, Baroness Sharp of Guildford, November 2011, page 3 17 Ofsted Learning & Skills inspection report, 9th April 2013, page 12 18 Ofsted Learning & Skills inspection report, 9th April 2013, page 12

For more information log on to www.dudleycol.ac.uk 35 S t r at e gic Pr i or it y 5

Inspectors also noted that: “Engagement with learners is outstanding... Learners’ representation is an impressive feature; the students’ union has trained course representatives to speak on behalf of other learners...The college is an inclusive and harmonious environment in which learners value their opportunities and take personal responsibility for their own success”.18

Whilst we are pleased to take these comments as a validation of our work to date, we view them more as an encouragement to build upon the firm foundations we have secured. Supporting our local community is therefore a heightened priority for us.

For more information log on to www.dudleycol.ac.uk 36 What we will do

S t r at e gic Pr i or it y 5 We recognise that public funds and new provision for learners provided to us by the Education aged 14-16. Funding Agency (learners aged 14-18 years) and the Skills For those in our local community Funding Agency (adults and who are unemployed we will apprentices) are intended to promote the free services be used locally, although we provided by our Employment Hub, understand there is no statutory a dedicated employability guidance to this effect. We are skills centre. We will continue to aware that some colleges do not expand the number and range of use their allocations locally. employability programmes We commit to prioritising our aimed at those not in work or public allocations on the skills economically inactive and will and training needs of young provide these learners with people and adults in the intensive support in helping Dudley Borough and wider them overcome multiple barriers Black Country. to employment.

In relation to economic Working in partnership with regeneration we will continue local prisons, particularly HMP to be an active member of a range Featherstone, we will provide of key groups which enables us adult up-skilling programmes to play a full and active role in the for offenders and develop economic well-being and arrangements to support the development of the borough. progression of offenders into This includes working closely further learning or employment with Dudley Metropolitan with training on their release to Borough Council and New the local community. Heritage Regeneration Ltd as part of a co-ordinated approach We will ensure that the facilities to supporting an integrated we develop in the Dudley Learning township strategy across Quarter are accessible to our the borough. local community including the Evolve Theatre, Evolve Sport and We will continue to work in very Fitness, Evolve Recording Studio, and close partnership with local Evolve Hair and Beauty. This will be schools on a range of initiatives equally true of the new facilities in such as the further collaborative phase three of the Dudley Learning development of Dudley Sixth, Quarter, such as Dudley 3G and the new provision for students with lecture theatre in Dudley Enhance. learning difficulties and disabilities

For more information log on to www.dudleycol.ac.uk 37

We will continue to develop S t r at e gic Pr i or it y 5 our extensive community partnerships and sponsorship and will support, in a variety of ways, a range of community organisations including the Black Country Living Museum, Brockswood Nature Reserve, Dudley Canal Trust, Dudley Centre for Equality and Diversity, Dudley Town Centre Partnership, Dudley Zoo, Ramadan Radio and St Thomas Network.

Over the life of this strategic plan we will further develop our in-community learning provision with a particular focus on supporting the basic skills and English language needs of adults.

We will continue to promote positive and harmonious In relation to economic relations within our local communities building on the excellent practice that exists in regeneration we will parts of the college. We will engage positively and energetically continue to be an active in local and regional initiatives such as the Prevent agenda. member of a range

Through our tutorial and of key groups which enrichment programme we will train learners, particularly those enables us to play a full aged 16-19, to be responsible citizens. We will encourage and and active role in the help facilitate high levels of student volunteering through, economic well-being for example, the work of students on Team Dudley (sports), public and development of services courses and the Duke of Edinburgh Award. the borough.

For more information log on to www.dudleycol.ac.uk In partnership with Dudley College Students’ Union we will annually adopt How will we and fundraise for a local charity. measure our We are committed to minimising our environmental impact, respecting the success? environment and the limits of its resources, and promoting and • Number of community based

38 embedding sustainable development learners. in all aspects of college activities. We • Previously unemployed adults recognise the impact that our operations progressing into employment. S t r at e gic Pr i or it y 5 can have on the local, regional and global • Number of young people making a environment. We will annually measure positive impact on their community and reduce our carbon footprint. through college activities We will achieve ISO 14001 during the (volunteering hours). life of this plan. • Number of young people who said they would make healthier lifestyle Wherever possible we will use locally choices as a result of attending sourced labour and materials in our college. day-to-day operations and our major • Number of learners who felt their capital developments. Through our key understanding and appreciation of impact measures we will annually measure other cultures has improved as a our performance against this objective. result of attending college. In working with local suppliers we will • Reduction in college’s environmental seek to settle invoices promptly, within impact as evidenced by an annual a target period of 30 days. reduction in carbon footprint. We will organise an Annual Review • Average extra income our event which will enable all stakeholders, completing students will generate over their working lives as a result particularly our community stakeholders, of attending college. to better understand how the college delivers on its priorities, as well as • Percentage of the college’s revenue supports the work of other agencies and and capital expenditure which is spent locally. groups as part of an integrated approach. • Brownfield disused land (acres) regenerated by the college. • Community use of college facilities.

For more information log on to www.dudleycol.ac.uk 39 S t r at e gic Pr i or it y 5

For more information log on to www.dudleycol.ac.uk 40 Strategic Priority 6: Investing in our people. S t r at e gic Pr i or it y 6 Context For our learners to enjoy a truly excellent experience we must provide consistently high quality teaching backed by seamlessly integrated support services. Staff motivation and skills are key to the quality of the learner experience and staff development and morale are central to the college’s vision.

Our leaders and managers play a key role. Strong and effective leadership provides the framework under which teaching and support staff can flourish. Effective leaders and managers help create an organisational culture which stimulates and motivates staff and drives continued improvement.

During the life of the 2009-14 strategic plan we undertook a number of strategic changes in respect of the management and development of our staff. Foremost of these was the introduction of a performance management framework, clarified pay and working conditions, a new management development programme and framework and new talent recognition and succession planning programmes.

In our Learning and Skills inspection report, published 9th April 2013, Ofsted inspectors found: “The Principal and governors have established a clear and ambitious strategic direction for the college which is understood and endorsed fully by staff... The management of staff performance is rigorous and fair and makes a significant contribution to improving the college. Expectations are high and outcomes from performance management link clearly to pay, progression and to staff development. Staff feel well-supported by the procedures and morale is high”.22

Whilst we recognise we have a firm basis on which to build, our staff remain our key asset and accordingly investing in our people remains a key strategic priority for us.

22 Ofsted Learning & Skills inspection report, 9th April 2013, page 12

For more information log on to www.dudleycol.ac.uk What we will do 41

Our priority over the life of this ensure that those with leadership S t r at e gic Pr i or it y 6 strategic plan is to ensure that our potential are developed, helping staff skill base meets the challenges us to ensure a succession plan of our changing strategic priorities. for the future of the college. We will carry out an audit of the skills and expertise of our Managers will be encouraged staff and ensure our staff skills to consult with their staff database is accurate and complete. and adopt a participative A detailed human resources and distributive style of plan mapping our needs for the management. coming years will follow from this survey. Whilst our curriculum management is largely effective, its quality varies. The ever-changing environment in We will further develop and which we operate requires implement support mechanisms responsive and flexible to ensure that curriculum management practices. In light management is consistently of this, and the need to improve very good in the future. the consistency of management practice across the college, we Our staff development will revise our management programmes will continue structure. In doing so we will to focus on teacher education move towards a more ‘organic’ and development, in improving structure, anticipating the classroom skills and management likelihood of constant change. and the strategies required to Management roles will be achieve more outstanding designed to change and not be teaching. In addition two annual overly bound by a restrictive job College Conferences and a description. Teaching and support development week for all staff roles will be reviewed and will focus on the college’s developed to meet student needs strategic priorities. appropriately. We will develop Development opportunities route ways for our talented for support staff will be managers, currently in more focused on job competencies junior management roles, too, recognising that excellence to progress to more senior in the support areas is equally as positions. important in supporting our We will continue our journey towards a grade of development programme for ‘outstanding’. We will therefore aspiring managers and work, through the staff advanced practitioners, to development programme, to

For more information log on to www.dudleycol.ac.uk ensure effective alignment of teaching and support services. How will we We will continue with our current arrangements for measure our reviewing staff satisfaction across all major areas of the college by the use of external instruments that success? allow sector benchmarking. • Staff satisfaction. The college values the work of all of its staff and the 42 • Diversity profile of staff. contribution they make to the success of its students. We will maintain our policy to make, as a minimum, • Percentage of staff appropriately

S t r at e gic Pr i or it y 6 pay awards in line with the Association of College’s qualified for their job role. national recommendation. With effect from September • Level of participation in staff 2012 the college implemented the national living wage development activities. as recognised by the trade unions’ campaign for a living wage and will continue to honour this commitment.

When recruiting new staff, we will rigorously ensure that they have the skills and personal attributes that meet our current and future needs. We will adhere to robust and appropriate recruitment and selection procedures including appropriate skills tests for all applicants. We will continue to ensure all managers comply with our safer recruitment practices.

We need to ensure our staffing complement continues to reflect our diverse local population, therefore our recruitment practices will also target underrepresented groups. We will set targets for improving the diversity of our staff and monitor these closely, as equality and diversity remain high on our agenda.

In developing the college, we will regularly evaluate all of our personnel practices and procedures to ensure that they remain fit for purpose and promote excellence.

For more information log on to www.dudleycol.ac.uk 43 S t r at e gic Pr i or it y 6

The college values the work of all of its staff and the contribution they make to the success of its students.

For more information log on to www.dudleycol.ac.uk 44 S t r at e gic Pr i or it y 7

Strong finances are essential to enable us to effectively deliver our mission.

For more information log on to www.dudleycol.ac.uk Strategic Priority 7: 45 Financial strength. S t r at e gic Pr i or it y 7 Context Strong finances are essential to enable us to effectively deliver our mission. In the face of funding pressures and on-going austerity in public services we need sufficient financial resilience to allow us to realise the aspirations of learners, staff and the local community.

The primary assessment of financial health for further education colleges is carried out using a model produced by the Skills Funding Agency. Under this model our financial health improved from ‘Satisfactory’ in 2008/09 to ‘Outstanding’ in 2010/11, prior to our investment in the Dudley Learning Quarter. During the period we increased cash generated through operations with a growing trend of underlying surpluses increasing annually from under £200k to £1.1 million.

In March 2012 the Skills Funding Agency wrote: “Following a review of the college’s audited financial statements and finance record, we have now concluded that the appropriate assessment grade for 2010/11 is Outstanding the same as the college’s self-assessed grade”.23

Our financial strength grew for a number of reasons: enrolments remained strong; we ensured close alignment of income and expenditure streams, restructuring many areas of the college in recognition of changes in funding priorities; we implemented a series of cost reductions, including centralisation of administrative services; we also took the opportunity to re-tender some large value contracts that had remained with incumbents for long periods of time.

Working in partnership with the Skills Funding Agency and Barclays Bank our financial strength allowed us to make our recent investment in phases one and two of the Dudley Learning Quarter, totalling over £28 million to date. Having completed these phases, within budget and on schedule, our financial health is ahead of where we had anticipated it would be.

Even though the regional economic climate remains somewhat gloomy, we retain high ambitions for the ongoing development of the college and in particular the continued renewal of our estate. We recognise that we need to invest in facilities and learning to ensure our success in the future. This requires that we routinely generate operating surpluses and cash inflow from operating activities and maintain a position of financial strength.

23 Alan Searle, Head of Provider Financial Intervention and Support, Skills Funding Agency, March 2012

For more information log on to www.dudleycol.ac.uk What we will do 46

S t r at e gic Pr i or it y 7 Our financial performance will be growth in income from the robustly overseen by a suitably Skills Funding Agency and from skilled and qualified Finance employer contributions. & Estates Committee. We will expand the offer of local We will continue with our policy higher education programmes of measured risk taking which securing year on year growth in allows us to invest in our people income from higher education and resources. This will always be student fees in line with any coupled with our commitment to increase in allocated places from at least balance income and central government. expenditure annually, taking tough decisions when needed. As a strategic driver, we intend to increase the volume and level We will maintain our rigorous of employer financial financial control systems contribution. We will highlight ensuring all staff adhere closely to employers the cost benefit to regulations and procedures. and added value derived through accessing publicly supported We will continue to improve training through the college. the college’s financial strength This will be achieved through an through the setting of appropriate pricing policy challenging efficiency and which ensures an appropriate income targets as part of our balance between public funding overall business planning activities. and employer contribution.

Through our detailed and We will increase overall income innovative curriculum business from other non-funding council planning process we will ensure sources reducing, as appropriate, we achieve, in full, our Education our reliance on core FE Funding Agency and Skills Funding funding. This will be achieved Agency funding allocations. through a sustained strategy of income stream diversification Through initiatives such as Dudley focused on increasing the Sixth and Dudley Advance we will proportion of full cost work increase participation by and further growth of the learners aged 16-19 years and, in operation of Dudley time, learners aged 14-16 years, Worldwide, in particular our increasing income to the college. in-country work in the Middle East and north African countries. We will expand the offer of local apprenticeship programmes, We will further develop and particularly those for young diversify the products and services people aged 16-24 years, securing of TRFM Ltd, the college’s

For more information log on to www.dudleycol.ac.uk How will we measure our success?

• EFA income for young people’s

provision. 47 • SFA income for young apprenticeship provision. commercial training S t r at e gic Pr i or it y 7 company, developing and • SFA income for adult/employer responsive provision. opening new Energy Training Hubs. • Non grant funded income. Obtaining best value for money • Cash generated from operations. principles will be integrated into • Underlying operating surplus. all aspects of college purchasing, resulting in measurable cost • Current ratio. savings and efficiencies. The use • Operating surplus/income. of e-commerce, procurement • Borrowing percentage/income. consortia and shared services will be investigated.

We will explore opportunities for shared services with other colleges and providers. We will also keep an open mind regarding opportunities for federation and merger where these opportunities are clearly in the best interest of learners and make good financial sense in the medium to long term.

To extend our range of services and products we will consider opportunities for the acquisition of private training providers and act on these opportunities as appropriate.

We will continue to provide financial management training for non-financial managers with on-going dissemination of financial performance and delegation of fiscal responsibility throughout the institution. We will also continue to exercise careful cost control and monitoring of ratios of pay to income and staff utilisation.

For more information log on to www.dudleycol.ac.uk How to find us

1 The Broadway – The Broadway, Dudley, West Midlands DY1 4AS 2 Dudley Evolve – Tower Street, Dudley, West Midlands DY1 1AF 3 Dudley Sixth – Ednam Road, Dudley, West Midlands DY1 4BR 4 Motor Vehicle Centre – Wolverhampton Street, Dudley, West Midlands DY1 3AH 5 Brierley Hill Campus – Dudley Road, Brierley Hill, Dudley, West Midlands DY5 1LQ 6 Mons Hill – 111 Wrens Hill Road, Wrens Nest Estate, Dudley, West Midlands DY1 3SB 7 Dudley Advance – Opening Autumn 2014 8 Dudley Enhance – Opening Spring 2014

Call 01384 363 363 or visit www.dudleycol.ac.uk for details