Forging Ahead A Strategic Plan for Dudley College of Technology 2020-23 2

For more information log on to www.dudleycol.ac.uk 3 Contents

Section 1 Section 7 Foreword 5 Our enabling support services 51 Key achievements 6 7a. Careers, learner services, 52 marketing and public affairs Section 2 7b. Information technology & 53 150 years + of professional and 9 management information services technical education in Dudley Section 8 Section 3 Our human resource strategy 55 Our context 13 3a. A synoptic review of 2016-19 13 Section 9 3b. The fourth industrial revolution, the Industrial 14 Our financial strategy 59 Strategy and the skills needs of our region - the role of colleges in a post Augar, Section 10 post Brexit world Our estates strategy 65 3c. Collaboration, devolution and the 15 West Midlands Combined Authority 3d. Being ‘for’ a place - forging Dudley’s future 15 Section 11 Managing our risks 69 Section 4 Our mission and vision 17 Section 12 Our impact 73 Section 5 Learners at the heart of everything we do 21 5a. Our approach to teaching and learning 21 5b. Supporting our learners and keeping them safe 24

Section 6 Making a strategic impact – 26 our priority sectors 6a. Academic studies 28 6b. Adult programmes for learners returning 30 to studies or preparing for employment 6c. Building technologies and services 32 6d. Digital and creative industries 35 6e. Engineering and advanced manufacturing 38 6f. Health and life science technologies 40 6g. Inclusion programmes 44 6h. Professional services and service Industries 46 6i. Worldwide provision - 48 Dudley College Worldwide

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Section 1 Foreword Key achievements

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Dudley College of Technology 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 college has been on a remarkable and Marches Institute of Technology, due journey over the last twelve years. In 2007 to open in 2021, and the opportunity to the college was graded inadequate by pilot all three new T Levels in 2020. These Ofsted, with failing financial health, facilities projects place the college at the vanguard and resources unfit for purpose and an of welcome changes in technical and higher uncertain strategic future. Today the college technical education. is graded as an ‘outstanding’ provider and is widely recognised as one of the highest The college recognises its role in providing performing general further education system leadership for the further education colleges in the country. sector. Particularly through the Further Education Skills and Productivity Group, a The journey from inadequate to collaboration of twenty-one colleges in the Lowell Williams outstanding has been planned carefully. West Midlands working closely with the We place a great emphasis on considered West Midlands Combined Authority, the Chief Executive Officer strategic planning and turning strategy into college’s strategy is to promote current action. Delivering our strategic ambitions and future collaboration between further over recent years has not been easy, nor education colleges. The college welcomed without risk. This plan again sets out our comments in the Augar Report in this ambitions for the future. We recognise that respect and approaches these discussions the road ahead is a challenging one. in an open and confident manner. The recent three-way college collaboration Over the life of our previous strategic between Dudley, Halesowen and plan, we delivered an investment in our Birmingham Metropolitan colleges, estate of some £60m, predominantly is evidence that collaboration can result from the college’s own funds and through in rationalised and secure provision in an prudential borrowing. This has provided area, providing a positive future for learners us with excellent technical facilities but and staff alike. David Whatton has required careful management of Chair of Corporation our finances. This plan sets out further But more than anything else the college ambitious estate development whilst remains resolutely focused on providing recognising the need to maximise returns all learners with an exceptional experience from prior investments, to rebuild cash which provides for their successful reserves and securely maintain good future careers. financial health into the future. This strategic plan, for the period 2020- The college’s exceptional performance 2023, sets out the actions we will take to in technical areas has resulted in exciting realise our ambitious vision for the future opportunities for the future, perhaps most of Dudley College of Technology. clearly demonstrated by our successful application to develop the Black Country

For more information log on to www.dudleycol.ac.uk 6 Key achievements from the period of the last strategic plan £60 million £ Recognised by Ofsted Investment in Maintained satisfactory financial as an "Outstanding Provider" Dudley Learning Quarter and health and liquidity during a period of in March 2017. Brierley Hill Centres. significant capital investment.

46,000 Over the last four years As one of the country's largest 46,000 learners have Apprenticeship providers we successfully achieved 95% of full-time supported over 7,000 apprentices. their qualifications. learners' progress to positive destinations.

Selected by DfE following a national competition, to lead the development of a prestigious new Achievement rates consistently Institute of Technology. Dudley College Worldwide delivers above national average. to 1,200 learners worldwide.

High levels of satisfaction throughout the life of this strategic plan:

FE Choices Employer Survey – rating of 9.6 for ‘likelihood to recommend’

FE Choices Learner Survey - rating of 8.1 (16-18), 8.6 (Adult) and 8.5 (Apprenticeships) for ‘satisfaction with teaching/training’.

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National Entrepreneur of the Year winner 2017 & 2018 and Achieve prestigious Inspirational Learner and Dudley Academies Trust is formed STEM Assured kite mark. Enterprise Manager award under the sponsorship of the college. winner in 2018.

Accredited by the Office for Students Lowell Williams Chief Executive College becomes as a provider of higher education – Officer is recognised Chartered Institute of Further met all 24 standards for our provision. as FE Leader of the Year at Education member. TES Awards 2018.

Received British Council The college wins managing Re-Accreditation for agent status for Waltham Forest Dudley College of Technology English Teaching. Borough Council's Construction becomes T Level provider. Training Centre.

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Section 2 150 years+ of professional and technical education in Dudley

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1927 Five acre site at The Broadway offered by Dudley Town Council.

1936 1862 Official opening of The Broadway site. Dudley College of Technology traces its origins to the building of the Dudley Public Hall and Mechanics Institute in 1862. 1939 Outbreak of World War Two – decision to postpone completion of further 1896 building work. Additional accommodation in Stafford Street was acquired and became the Dudley Technical School (renamed the Dudley Technical College in 1928). 1931 Building works begin following acceptance of a tender of £74,177.

1935 First learners admitted in September. 1955 1918 Completion of building work to include electrical engineering, metallurgy, meteorology. Agreement reached between Dudley and Staffordshire Education Committees to erect a college to provide Technical Education facilities. 2 For more information log on to www.dudleycol.ac.uk 10 1966 2013 Termination of joint administration with Completion of Aspire Living – Centre for Staffordshire Council – college became sole Independent Living. responsibility of Dudley Council and renamed Dudley Technical College. 1998 Opening of Centre for Learning at Rover, Longbridge. 2014 1968 Completion of Aspire Works – Centre for Completion of The Broadway F block to Independent Work Skills officially opened by accommodate Motor Vehicle, Electrical and 2001 Ian Austin, Member of Parliament for Dudley th Hydraulic laboratories. North 13 March 2015. Merger with Rowley Regis College. Completion of Dudley Advance - Centre for Advanced Manufacturing and Engineering officially opened by Professor Brian Cox on 24th April 2015 and Dudley Enhance, 1973 (extension to Dudley Sixth incorporating 2002 the STIR Bistro). Glass Centre opened at Brierley Hill by Acquisition of Castle View campus from HRH Duchess of Kent. University of Wolverhampton.

1982 2011 Construction of Wolverhampton Opening of Energy Training Hub in Tipton. Street site.

1990 Mons Hill campus opened.

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

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2017 Dudley Advance II a Centre for Advanced Building Technologies opens its doors. 2019 August Art & Design Centre (Brierley Hill) Independent Living Centre (Brierley Hill) Black Country Skills Shop become part of Dudley College of Technology.

Dudley achieves Ofsted "Outstanding Provider" status. 2015 2021 September Dudley Advance, the Centre for Advanced Planned commissioning of Black Country Manufacturing and Engineering Technology and Marches Institute of Technology. opened by Professor Brian Cox (September 2014 takes in first learners).

2018 Construction Apprenticeship Training Centre (CAT) takes in first learners.

2016 2019 May The college wins managing agent status Priory Road Football Complex kicks off for Waltham Forest Borough Council thanks to a grant from the Premier League Construction Training Centre. & The FA Facilities Fund.

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Section 3 Our context

3a. A synoptic review of 2016-19 3b. The fourth industrial revolution, the Industrial Strategy and the skills needs of our region - the role of colleges in a post Augar, post Brexit world 3c. Collaboration, devolution and the West Midlands Combined Authority 3d. Being ‘for’ a place - Forging Dudley’s future

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During the period since the publication of our last strategic plan, the college’s reputation and position in the market place has continued to grow.

3a. A synoptic review of 2016-19

Key landmarks in the evolution of our Automotive, alongside the small medium history, which now places us in a leading sized enterprises that are the core of our position in the educational economy have regional economy. included the achievement of our Ofsted “Outstanding Provider” rating in May Critically in our last plan we committed 2017, the expansion of our estate with the to being the “prime mover in unlocking opening of Dudley Advance II our centre the talent of the young people”, in the for advanced building technologies in communities closest to us. Through the September 2017, followed by the smaller creation of Dudley Academies Trust we scale investment in the Construction have given shape to this commitment, Apprenticeship Training Centre in January 2018. embracing the strategic leadership as More recently our assumption of the role sponsors for four Dudley Metropolitan of managing agent for the Advance Technical Borough Council based secondary schools. Engineering Construction Centre our Waltham With a history of under achievement we Forest Council-led construction training have begun to transform the outcomes for centre in Leyton, East London, has seen us learners in these schools, notwithstanding transfer our sector specific knowledge and they have a long journey to make on the experience gained in the West Midlands, road to excellence. to the capital. Finally, towards the end of 2019, the college But our evolving status as sector leading was invited by the Further Education has not simply been predicated on the Commissioner to work with Halesowen level of investment in our estate but on College to protect learning for hundreds a range of factors linked to our central of individuals as Birmingham Metropolitan concern to deliver a truly technical College looked to de-merge its operations curriculum that prepares learners for in the Black Country. In the devolution of the contemporary jobs market. Our its provision in Stourbridge and Brierley growing status as the leading provider of Hill, Dudley College of Technology was Apprenticeships within the West Midlands able to protect jobs for over 100 staff and economy, both in terms of volume and several hundreds more learners acquiring quality of provision, with achievement the Art & Design Centre and Independent rates well above national averages for the Living Centre in Brierley Hill and the full-life cycle of the last strategic plan, mean Black Country Skills Shop in Merry Hill. that we have delivered on our strategic The rationalisation of further education ambition to place employers at the heart provision in the Dudley Borough, reflects of the college’s work. By responding to how as an institution we are able to national government reforms such as the respond to changing circumstances for introduction of the Apprenticeship levy, the good of learning and learners and we have grown our customer base to our growing role in system leadership in serve large national and multi-national further education. employers such as Tesco and Kuka

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3b. The fourth industrial revolution, the Industrial Strategy and the skills needs of our region - the role of colleges in a post Augar, post Brexit world

During the years 2016-19 the skills However, as Britain stands on the eve of economy has changed immensely as Brexit and its departure from the European the macro-climate in which the college Union, the ability to deliver a skills agenda operates has evolved, which has been that sustains the UK economy, by training further shaped by the publication of the a workforce with the right kind of high UK Government’s Industrial Strategy. demand skills, has never been more acute. Aimed at realising the potential of technology in education in order to boost Coupled with the recommendations of the the productivity and earning power of Review of Post 18 Education and Funding people thought the UK, the strategy has (commonly known as the Augar Review) defined the grand challenges facing the it is to be hoped that the centrality of the nation. The role of further education in further education system to meeting the meeting those challenges has increasingly nation’s skills challenges is at last being been acknowledged by government as acknowledged and will be resourced. critical. With the announcement of a £400 Although this is by no means certain as million investment in further education Augar itself acknowledges that: “No prior and sixth form colleges (31st August 2019), government of any persuasion has considered the Chancellor Sajid Javid demonstrated further education to be a priority.” commitment to the sector and recognised it as pivotal to delivering on the ambitions of the Industrial Strategy.

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the college is well-placed to progress this agenda, during the lifetime of this plan.

The work of the Further Education Skills and Productivity Group, which is unique to the West Midlands in bringing together 21 further education colleges in a strategic partnership, is well positioned to take forward a place based strategy for the region. As a founder member of the Further Education Skills and Productivity Group the college has invested in helping to take forward joined-up activity that avoids duplication and ensures each college works to its strengths. This is an agenda we If, further education is to sail on the remain resolutely committed to. Through 3d. Being ‘for’ a current of positive intent, colleges this work to-date, the Further Education themselves will have to develop more Skills and Productivity Group has set the place - forging collaborative behaviours, underpinned by foundations for a systematic approach that a strong directive that links investment equally balances the interests of a place Dudley’s future and funding decisions to a strategically and the needs of individual institutions. In planned network of providers with a clear the West Midlands the Further Education understanding of the core and specialist Skills and Productivity Group has had a offer. Better system planning of strategic considerable influence and could have In the next phase of the college’s strategic investment in specialisms would create a an ever more pivotal role to play going development we recognise, as succinctly place based strategy that doesn’t eradicate forward in designing and delivering a expressed by Professor Martin Doel, that the free market but allows for competition pluralistic education economy that plays we should not only be ‘of a place’ but more where it adds values at the same time to individual provider strengths. importantly ‘for a place’. The college in eliminating wasteful competition and the future needs to be more than simply unhelpful duplication. responsive to local need. We need to help define and shape that need. Over the During the lifetime of the last strategic last three years the skills and education plan the creation of combined authorities provision in a locality have become a at a city-region level and the devolution place defining feature. And whilst to some of budgets from Whitehall has changed extent that has always been true, when we the landscape in which further education consider the glass making trades of Dudley institutions operate. The West Midlands in the 1700’s or the nuclear industry Combined Authority now has “purchasing centred around Sizewell B in Suffolk in power” for a range of training and skills the 1990's, the need to align place and interventions. This places them at the practice, training and terrain has never hub of a regional system where they can been stronger. influence future decisions about the nature of the region’s further education provision. In being for a place in the next cycle of Devolution in the region, if developed our development, the college will not only in partnership with the region’s further mirror the culture and values reflected in education colleges, could help to secure a its local traditions and histories but will self-sustaining infrastructure of providers, also help mould new ones for the future. working to a plan that creates synergy By actively engaging in the borough-wide between learner demand, employer need Dudley vision for 2030 and supporting and a strategic and well planned skills offer. the Forging a Future initiative, the college will play an active part in the civic destiny The implementation of new T Level of Dudley Borough, its residents and its qualifications in the region, with a business - standing not only for that place requirement for extended work placement, but helping to make it fit for the future - a presents further opportunity to align thriving community where people want to curriculum more closely to workforce live, work and study with a vibrant college demand. As a pilot provider of T Levels at its heart.

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Section 4 Our mission and vision

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The college's mission statement is as follows: Our mission: outstanding technical and professional learning, which raises aspirations, develops skills and changes lives.

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Our vision By 2023 we will be firmly recognised regionally, nationally and internationally simply as ‘a great college’. With our focus on apprentices, full-time programmes for young people, adult learning and higher technical skills, we will consistently make a real difference to the lives of our learners, raising their aspirations and promoting their prosperity. As a driving force in the regional economy we will continue to improve business productivity, adding gross value.

As one of the largest and most successful in mathematics and English, English providers of Apprenticeships in the UK, language speaking and functional skills Apprenticeships will justifiably be regarded qualifications. A growing number of these as the ‘jewel in our crown’. Supported adults, particularly those on lower level by our inspirational, newly opened Black programmes, will progress quickly into Country and Marches Institute of Technology, Apprenticeships or other employment. our Apprenticeship numbers will continue And our higher skills provision will be to grow, most significantly at advanced transformed from today’s offer, with a and higher levels. An increasing percentage of our apprentices will follow careers in dramatic expansion of new programmes, priority sectors. Many young women closely aligned to local economic needs. will join these pathways and more More learners will join higher level of our apprentices will be from ethnic programmes in STEM (science, technology, minority communities. engineering and mathematics) related subjects, particularly bespoke new higher Our full-time young learners will continue skills programmes developed in close to achieve high success rates in all partnership with local industries and curriculum areas, well above national our university partners. Our higher skills rates. Those with low prior attainment provision will enhance the technical in mathematics and English will make capacity of the region’s workforce, driving significant progress with these key skills. forward innovation and productivity. Our relentless focus on aspiration will ensure more young people achieve Across all of our provision our learners high grades. From the many and varied will understand how to best conduct opportunities provided to them, especially themselves, professionally and socially, and through our new T Level programmes, they to keep themselves safe. They will enjoy will be well prepared for work and highly their training, benefiting from teaching employable, progressing into enriching which is active, exciting and inspiring, careers. Dudley Sixth will be recognised which focuses on their individual needs as the A level centre of choice for and which makes best use of learning young people in Dudley Borough and technologies. Our learners will prosper adjacent areas. in their careers, improving workplace productivity, contributing positively to the Our close and effective working with the regional economy and helping to narrow West Midlands Combined Authority will the skills gap. ensure our adult education provision is highly effective. An extensive network of Our stakeholders will be delighted with college and community based essential our innovative curriculum, our focus on skills programmes will support at risk technical, professional and higher skills adults on the margins of society. An and our inspirational facilities. For young increasing number of adults will engage people, adults, employers and wider in this provision, improving their essential partners Dudley College of Technology and employability skills, gaining GCSEs will be the ‘college of choice’.

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Section 5 Learners at the heart of everything we do

5a. Our approach to teaching and learning 5b. Supporting our learners and keeping them safe

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5a. Our approach to teaching and learning

Context Where we are now? The welcome addition of staff from Birmingham Metropolitan College into In the same way that machines changed The overall standard of teaching, learning the college has resulted in a programme the lives of our ancestors in the 19th and assessing at Dudley College of of integration to ensure that the college’s century, so technology is transforming the Technology is consistently high, with the teaching and learning practice is improved approach to teaching and learning, and large majority of lessons either meeting, or through the two-way sharing of best learner expectations, in the 21st century. exceeding the college’s high expectations. practice. This has been established through Technology, coupled with highly valuable Ofsted’s ‘outstanding’ judgement for the a strong induction programme which and ever-increasing industry links, are quality of teaching, learning and assessment outlined the college’s high teaching and changing the landscape of teaching and was a positive yard-stick in the college’s learning expectations and provided strong learning at Dudley College of Technology. on-going journey to provide the best support and guidance to college systems possible experience for its diverse and support, which embedded former Recent changes to the Ofsted framework, learner group. Birmingham Metropolitan College staff in addition to upcoming curriculum into the teaching and learning culture reforms with the introduction of T Levels The college’s evolving approach to teaching, of the college. Welcome walks, bespoke from 2020, have provided a sharp focus learning and assessment has resulted in a ‘Upskill’ sessions, dedicated outstanding on the need for a more industry-based culture of pedagogical experimentation, practitioner support and teaching triangles curriculum with high-quality digital content whilst raising teaching standards and will provide a clear blue-print to teaching across all learning platforms. The digital developing highly reflective and confident ‘The Dudley Way’. capabilities of teaching staff will staff; through a collaborative communities become major learner and employer of practice ‘teaching triangles’ model. ‘These satisfaction indicators. approaches are contributing to a further, very positive improvement in the college’s culture Aligning with the government’s industrial which encourages teachers to be professionally and digital strategies will be a key teaching reflective, confident, enthusiastic and willing and learning focus across all provision. All to take risks to bring the best out of their stakeholders will expect that teaching and learners’ (Ofsted, 2017). learning at Dudley College of Technology, including technology and resources, are Where possible learners will participate in equal to, or exceed, industry standard. the design of their curriculum, co-designing models of delivery to suit their bespoke National teaching and learning trends learning styles and modes of study. continue to see the increased development of highly creative and innovative e-learning, Learners are exposed to a wide variety of including staff and learners who are teaching, learning and assessment strategies increasingly immersed within a flexible, which engage them and help them progress blended approach to learning. towards their next steps. Close links with employers greatly assist this process as curriculum and skills are shaped through industry involvement. ‘Highly qualified staff use their excellent subject knowledge and vocational skills, and extensive links with employers to provide lessons that relate closely to the needs and expectations of industry. This motivates and inspires learners exceptionally well’ (Ofsted, 2017). 5 For more information log on to www.dudleycol.ac.uk 22

What we will do For young people there will be a sharp Technology will play a major role by focus on the best teaching strategies ensuring all learners can access provision In the next phase of our development for special education needs learners, remotely, meaning that learners can we propose to grow and develop our in particular, those within a vocational work at their own pace and level wherever practice in the following ways. setting. Teaching focus and development and whenever they choose. Formative groups will be established to provide assessment will be mainly carried out via For young people we will ensure teaching, clear direction for all staff, with a strong on-line quizzes with instant constructive learning and assessment at Dudley College emphasis on providing guidance and feedback, virtual observations or of Technology harnesses the global power training for those learners who have e-portfolio evidence. of technology to shape learners for an educational health care plan. higher studies and the world of work. The teaching learning and development Teaching triangles will continue focus group will also investigate national Working side-by-side with employers, to evolve through the guidance of a adult teaching trends and assist in and through an immersive technology staff forum. Triangles will be heavily shaping the adult triangle process to ensure focused teaching and learning environment, supplemented through a highly it meets the current and future needs of all the college will equip learners with collaborative culture where staff adult learners. the industry specific digital skills, drive continual pedagogical improvement knowledge and behaviours for an At higher level we will ensure through regular informal lesson visits ever-changing digital world. technology is widely used so that the where best practice will be shared and learner access experience matches that of ingrained within the teaching and learning All stakeholders will benefit from the higher education institutes. Learners will fabric of the college. college’s two-way working relationship have the opportunity to access lessons with industry. Through industry To ensure young people are the remotely (virtual lessons, webinars) secondment and professional beneficiaries of the most up-to-date through a more blended approach to updating our learners will be exposed teaching and learning. to technically skilled staff with the latest teaching and learning methodologies industrial updating, particularly in the we will establish links with other National approaches to higher teaching preparation and delivery of T Levels. ‘outstanding’ further education and learning will be discussed and actioned providers, or providers with outstanding through the teaching and learning The college will continue to explore aspects to their provision, to arrange development focus group, ensuring models of using industry experts reciprocal quality audit visits of teaching, that Dudley College of Technology higher to undertake specialist delivery learning and assessment. These visits will education learners are exposed to the across all of our priority provision. We also ensure that the college is compliant latest teaching methodologies. will encourage this through a reciprocal with the new Ofsted 2019 framework and understanding of each other’s skills and that we maintain a fresh and innovative Higher education specific teaching resource needs. approach through cross-institutional triangles will be established in all sharing of best practice. curriculum areas with higher education Technology will not only personalise provision thereby sharing best practice learning, but feedback and For adults we will continue to ensure and making the clear distinction assessment too, so that individuals can that their teaching and learning between higher education and further progress at their own pace and study experiences at Dudley College of education teaching. where and when they choose, regardless of Technology replicate their desired age, background or personal circumstance. programme and industry expectations.

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With Apprenticeships we will, once again, Succession planning will enable staff ensure that their learning environment has to deliver higher level programmes as the the teaching and learning technology equal college continues to increase its learner to, or exceeding, industry standard. numbers and provide state of the art facilities, such as the Black Country and All apprentices will have access to on-line Marches Institute of Technology. formative and summative assessment, including instant constructive feedback We will continue to work proactively to and virtual observations, while summative ensure we fully meet our statutory and end-point assessments will responsibility in relation to safeguarding. incorporate the use of technology. At the heart of this are effective arrangements to ensure staff can quickly All apprentices and their employers will identify learners and groups who are at risk benefit greatly from staff’s highly effective and guarantee they are safeguarded. use of SmartAssessor in the electronic collection of learner’s skills and knowledge. On-going professional development for all of our teaching staff will remain An Apprenticeship teaching and a priority for the college throughout the learning working group will be life of this strategic plan. established to look at national, regional and local teaching trends and assist with their application at Dudley College of Technology. This working group will also look at the possibility of establishing a cross-institutional working party to evaluate and address Apprenticeship delivery, with a close focus on Ofsted’s new inspection framework.

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Context The college prides itself in an inclusive and harmonious culture which enables all learners to thrive. We are committed to ensuring our learners leave us with not only the technical and academic skills required to progress in their learning and careers but also the wider skills they will need to become responsible and safe adults.

We are, however, acutely aware of the challenges youth culture affords our learners in a region which saw 690 children under 17 years threatened or attacked with a knife, and more than 800 youngsters in possession of a knife in 2018 (source The Guardian 11th March 2019 - West Midlands Police FOI).

We understand the increasing risk sexual Where we are now? and criminal exploitation pose to our The college prides itself in offering an learners and understand the critical role extensive suite of additional support to the college plays in keeping learners safe. all learners including apprentices. Support ranges from specialist dyslexia and We are mindful, that in line with The mental health support to finance, Mental Health Foundation’s estimation: I advice and guidance. in 10 of our young learners and 1 in 6 of our adult learners are likely to be affected Well-developed systems enable learners by mental health problems whilst they are to identify a support need at application, studying with us. enrolment or on a programme. Learners who benefit from support have high Sitting in a diverse community where achievement rates comparable to political groups have initiated divisive their peers. activities, the college recognises its responsibility to promote equality, As the number of learners with additional celebrate diversity and challenge those and complex needs increase, the college who oppose British values: individual has invested in new roles including an liberty, respect and tolerance, freedom Inclusion Manager and Education Health of speech and the rule of law. Care Plans Officer whilst continuing to grow our team of educational support assistants through new recruitment and integration of the learner support team from Birmingham Metropolitan College. Following the transfer of staff from Birmingham Metropolitan College, we have gained additional counselling resources to ensure we are able to offer confidential counselling to learners across all of our sites.

The college takes its role seriously in keeping learners safe. We continue to have strong links with the Dudley Safeguarding People Partnership Board and have recently supported three additional staff to complete designated safeguarding lead training to add to our capacity to support vulnerable learners.

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What we will do awareness of keeping themselves safe assistants will be a key focus. Each and wider personal skills to prepare educational support assistant will We will run regular staff training and them for adult life and work. develop expertise in a specific learning briefing sessions to ensure all staff are difficulty or disability enabling them to aware of the local and regional pattern of Through blended learning, we will use advise and support others. risks related to young people and adults. eLearning to further support learners in keeping themselves safe, building Peer mentoring will be a key focus Through the Further Educations Skills and resilience and understanding their to support learners at risk of dropping Productivity Group’s Safer Student Group, mental health. off programme or failing. These learner we will work collaboratively across the mentors will provide a range of West Midlands to raise awareness Supporting learners’ mental health will support including study and in the region of the serious continue to be a key focus of the college. revision support sessions. dangers affiliated to issues such We will continue to promote mental as gang violence, knife crime and health awareness and embed our mental We will complete a feasibility study sexual exploitation. health first aiders and mental health around the development of a stretch and ambassadors into college life. challenge hub to support learners to We will work with the Safer Students achieve their highest grade. Group to co-ordinate existing We will continually update our digital approaches to educating young systems including firewall, web filtering We will invest in a digital assessment people about their personal safety. and incident logging to ensure they tool: Cognassist, to enable us to are suitable for an increasingly identify learners with non-easily identified We will continue to embed safeguarding digital world. additional needs to receive much and British Values into our code of conduct needed support. and expectations of learners. A culture of Learners will benefit from a high quality mutual respect and tolerance will be confidential counselling, welfare and Our commitment to our proactive evident across all college sites. finance support enabling them to manage and dynamic Student Union will be the demands of modern life whilst still maintained and we will work to engage We will, through staff development, ensure achieving and progressing. them in a number of cross college that all staff are confident in promoting initiatives including mental health equality and diversity and challenging We will maintain our Matrix support, behaviour, resilience and those who oppose this. accreditation for impartial advice personal development. and guidance ensuring learners receive We will work closely with a range of appropriate and effective support to We will engage with external local stakeholders including businesses, progress on to positive destinations. experts including drug and alcohol Dudley Metropolitan Borough Council, rehabilitation, healthy relationships Dudley Safeguarding People Partnership For our apprentices the role of our and sexual health experts to support Board and social services to ensure our personal development officers will our learners with specific issues whilst young people are safe and Dudley is a continue to grow through a structured staff they study with us. safe place to study. development programme. This will ensure the complex needs of apprentices are In the rare occasions the college is We will increase our reach into our local identified effectively and needs are forced to exclude learners we will communities through English language met, enabling them to achieve. We increase our systems to monitor and provision, employability and the work with resolutely stand by our strategy of support the transition of these local schools promoting positive and extending additional learning excluded learners to positive harmonious relations. support to apprentices. destinations and other support services.

Through our performance improvement Investing in the development of our programme, we will develop learners’ cross college team of education support

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Section 6 Making a strategic impact – our priority sectors

6a. Academic studies 6b. Adult programmes for learners returning to studies or preparing for employment 6c. Building technologies and services 6d. Digital and creative industries 6e. Engineering and advanced manufacturing 6f. Health and life science technologies 6g. Inclusion programmes 6h. Professional services and service Industries

6i. Worldwide provision - Dudley College Worldwide

For more information log on to www.dudleycol.ac.uk 6 27 Making a strategic impact – our priority sectors

In developing our provision, we recognise the need to balance our ‘general further education provision’ to meet the needs of our local community with the development of more specialised technical programmes of regional or national significance.

During the life of the last strategic plan In this plan we explain the ‘context’ of the In developing and delivering our we routinely reported our impact in this college’s current provision for each key provision we are clear on the following: respect in our Annual Strategic Impact of our priority sectors and the college’s Assessment Report. progress to date in meeting the needs of Our intent – to develop highly each sector, ‘where are we now?’ The plan effective programmes in priority In this plan we identify the following as details the bespoke strategic actions we sectors allowing learners to progress our priority sectors: will implement in each priority sector over to productive careers or to progress the life of this plan ‘what we will do.’ in their current career and in doing so • Academic studies On an annual basis the Corporation to make a major contribution to the • Adult programmes for learners returning will agree and monitor a more detailed productivity of the region; to studies or preparing for employment operational development plan, with very Our implementation strategy – to • Building technologies and services specific, time bound actions for each of ensure learners are supported with the • Digital and creative industries our priority sectors. highest quality teaching and learning • Engineering and advanced manufacturing In this plan we also detail the impact and industrial placement experience, • Health and life science technologies we seek to have achieved by 2023. The in industry standard facilities and impact targets for 2023 are a simplification resources using the latest technologies; • Inclusion programmes of a range of detailed impact measures • Professional services and set annually. At a high level they are Our impact – to change the life service industries chances of all learners, to see them the indicators we use to assess the • Worldwide provision. progress into high value careers achievement, or otherwise, of our vision. and to contribute to innovation and productivity in the regional economy.

6 For more information log on to www.dudleycol.ac.uk 28 6a. Academic studies

Where we are now? Over the life of the last strategic plan, Dudley College of Technology has supported some 1,593 learners to successfully retake their GCSE English or mathematics qualification having been unsuccessful at school, with thousands more successfully achieving appropriate functional skills as an alternative. Through a whole college approach to delivery our GCSE English retake results stand at 60% and mathematics 45%, considerably above national rates for retake programmes which are 32% and 22% respectively. Continuing to support learners to gain these important qualifications remains a priority.

Since opening in 2012, the college’s dedicated A level centre, Dudley Sixth has On top of this the demand for individuals Context attracted increasing numbers of learners in with higher level skills is growing; within the region to undertake academic studies Academic performance in Dudley and the West Midlands region, 21.8% of and now supports over 500 learners per the wider Black Country falls below the economically active people (16-64 year year. With a pass rate of 99.1%, above the national comparator (61.3% of people olds) qualified to level 4 and above, national rate of 97.6%, we are pleased to in Dudley are qualified to level 2, versus compared to 26.1% nationally - a difference support many learners in their next steps 70.4% in the West Midlands and 74.9% of 4.3%. In 2017, 29.6% were qualified to to higher education. A particular focus in the UK). This presents a challenge in level 4+ compared to 38.6% nationally - a in recent years has been on driving high supporting young people to progress in difference of 9%. Analysis suggests that grades for our learners. In the most recent their education beyond school. Some Birmingham alone, currently needs an exam results (August 2019) there was a 63.3% of school leavers in Dudley will leave additional 68,300 residents with NVQ level 7% increase in the number of learners without a grade 5 in GCSE mathematics or 4+ qualifications and 5,988 more residents achieving A*-C in their subjects which now English. This is seen at Dudley College of with NVQ level 3 + qualifications to fill the stands at 75% of exams taken. Currently Technology, where our most recent intake current skills gaps. Supporting more people 77% of our A level learners move on reported some 1,519 learners without to study at a higher level and remain local to University to continue their studies, these important qualifications at grade 4 or remains a regional priority. above. The expectation is on local colleges although we are seeing an increasing to support learners to successfully retake Since the last strategic plan the college has percentage choosing to go directly into these qualifications alongside their further had a focus on increasing opportunities employment and potentially continue their education programme. for local people to continue to higher level studies though higher Apprenticeships. studies locally and in a cost effective way. For young people leaving school A The number of learners on our HNC and level studies are still a popular route HND higher level programmes has grown through to higher education, with most due to the expansion of curriculum in learners choosing to study 3 or 4 A level new facilities such as Advance I and II. Our subjects. Recent reforms of the A level achievement rates for these programmes curriculum mean that the content for these have remained high, currently standing programmes is more demanding than ever. at 91% for 2018/19. The biggest area of It has also led to a change in assessment growth however appears to be higher methodology, whereby the entire 2-year Apprenticeships, with more employers curriculum is assessed in one set of final making use of Apprenticeship funding or exams at the end. levy to support employees to continue on to higher level study.

For more information log on to www.dudleycol.ac.uk 29

What we will do In the next phase of our development we propose to further enhance our Academic provision in the following ways.

For young people we will continue to ensure we are offering innovative approaches to delivery of GCSE retake programmes. This will include the introduction of blended learning materials and delivery, through the use of Century Artificial Intelligence online software.

We will look to develop best practice in delivery of our GCSE mathematics programmes through further enhancements to our delivery model, introduction of a learner mentoring scheme utilising our A level learners and continuing to develop our teaching staff through collaboration with other providers.

We will respond to changing government We will introduce an A level Prefect We will further strengthen our working policy, led by the introduction of scheme, giving successful second year relationship with the Dudley T Levels and associated curriculum learners the opportunity to develop wider Academies Trust schools and beyond to reform, to ensure we continue to deliver leadership skills and to lead on a subject form subject tutor links, raise aspirations the correct English and mathematics mentor programme to support first in young people and support them with programmes to learners based on year learners. transition to A level programmes through a their individual needs and aspirations. range of engagement activities. We will continue to work with the We will maintain our broad offer of University of Wolverhampton For adults we will enhance our offer A level subjects, introducing new through the ‘aspire to higher of programmes aimed at supporting subjects where there is a local demand. education’ programme to target learners adults to transition into higher level We will enhance our promotion of A level at risk of not continuing to University and programmes, including GCSE retakes pathways linked to progression to ensuring they are supported to do so. and Access programmes. the Black Country and Marches Institute of Whilst not a mandatory element of the With the expansion opportunities Technology for higher education and degree programme of study, we will introduce provided by the Black Country and Marches level Apprenticeships, including Product more opportunities for learners to gain Institute of Technology we will increase Design and STEM subjects. valuable work experience during the number of learners in higher We will continue our focus on a high their A level studies to support their academic programmes – broadening grades strategy for our A level learners progression to higher studies and beyond. not only the range of programmes by further enhancing our mindset but the mode of delivery with more We will offer high quality advice programme, target setting and support for blended learning integrated into our and guidance to help learners make academic delivery. learners. By the end of this strategic plan good decisions about their education we expect our high grade performance and career. We will continue to position We will continue to promote and develop to be above national rates, including a Apprenticeships as an important our offer of higher level programmes, significant increase in learners achieving component of higher education, enabling more people to study locally the very highest grades (A*-B). developing robust information and advice and in a cost effective way. As part of for potential apprentices. this, we will increase learner choice We will further develop our systems by offering an extended range of for identifying gifted A level We will deliver a series of annual events degrees, foundation degrees, higher learners and deliver bespoke support aimed at supporting young people to qualifications, and the many types of for them to achieve places at Russell make the transition to high level Apprenticeships involving study at a Group Universities through a new study, including events for parents. This higher level. honours programme. This will include will include working with employers advanced master classes and further to promote opportunities for higher We will work with the West Midlands development of our relationships with Apprenticeship roles. Combined Authority to broaden funding key partner universities. opportunities for adults looking to We will extend the remit of our retrain in priority sectors and We will continue to develop our use of Employment Hub to support A level programmes that support their digital technologies to enhance the learners with finding Apprenticeship progression to higher level study. delivery of A levels and to support learner positions for their higher level studies, self-study and preparation for exams. linked to local and national employers.

For more information log on to www.dudleycol.ac.uk 30 6b. Adult programmes for learners returning to studies or preparing for employment

Context Where we are now? What we will do Adult education in the UK has had Since the last strategic plan enrolments at The college takes seriously its a turbulent few years with changes the college over the last few years have responsibility for supporting local adults in national funding priorities having a broadly followed regional trends, with the to gain qualifications which enhance significant impact on the types and volumes bulk of our adult provision (45%) being their opportunities and prospects. We of funded adult provision. The Augar below level 2. understand a number of adults have Review published in July 2019, proposed significant barriers to learning which a raft of measures aimed at strengthening We have also focussed our adult provision can include low levels of English, technical education and refunding further on ESOL (English to Speakers of Other mathematics and digital skills. We aim education colleges; increasing flexibility and Languages) and on functional skills in order to provide programmes which remove lifelong learning in order to boost adult to cater for the needs of the immediate these barriers and enable more adults to participation in learning. populations we serve. access the higher level qualifications and training they need to progress. The West Midlands adult population have Throughout the lifetime of the last plan lower skills than many other areas of the we have continued to provide positive We will develop flexible and UK with 13% of all residents having no outcomes for our adult learners with fast track programmes for adults formal qualifications and forecasts predict 93.7% of completing learners progressing to achieve English and mathematics that changes in employment and advances on to a positive destination (education, qualifications up to level 2. in technology will mean that jobs accessible training or employment), on completion Increasing the number of adults in to those with no qualifications will fall by of their studies with us. Achievement rates our community gaining qualifications in 42% between 2012 and 2022. have remained strong and are at or above English and mathematics. national rates at all levels. Coupled with this, modelling focussing In partnership with the West Midlands on level 4 skills has identified a need for More recently we have worked with the Combined Authority we will ensure a more adults in the labour market to have West Midlands Combined Authority to greater number of our adult education higher level skills. 23,160 worker shortages pilot a number of initiatives looking to budget learners follow programmes have been identified in the Black Country engage adults in education. The Career at level 3 and above. Local Enterprise Partnership (LEP), while Learning Pilots, Flexible Learning Fund and Greater Birmingham and Solihull LEP ESOL for Work projects enabled more recorded 73,320 shortages, with 170,170 in adults to access learning by removing Coventry and Warwickshire LEP. barriers of funding or time and access.

The West Midlands Regional Skills Plan recognises that the West Midlands Combined Authority has an opportunity through their commissioning of the adult education budget to generate a shift in the way the region works together to deliver skills for adults. There is a significant amount of investment – over £100m – available to fund adult learning, the majority of which is currently below level 2. Whilst this is meeting a need the West Midlands Combined Authority want to see a significant increase in the number of level 3 and 4 qualifications being delivered, particularly in priority sectors.

For more information log on to www.dudleycol.ac.uk 31

digital retraining scheme seeing £5m from the Department for Education’s National Retraining Scheme focused on developing digital skills for adults in the region.

We will use the Flexible Learning Hub as a venue for adults in employment to access English, mathematics and digital training which will enable them to progress in their current role or retrain for a new career. This will include those engaging through the National Retraining Scheme.

Working closely with the West Midlands Combined Authority we will continue to look at flexible models of delivery for adults. Building on the success of Career Learning Pilots, ESOL for Work and other initiatives, we will develop opportunities to fund priority sector training to support more adults in gaining higher level qualifications.

The college is fully committed to working transparently and collaboratively We will establish an adult learning digital programmes. Sector-based work with West Midlands Combined Authority, centre in Stourbridge to deliver academies in customer service, hospitality Further Education Skills and Productivity training for adults in the community. and security will link to current and Group and Association of Community This centre will provide opportunities for upcoming vacancies. Learning Providers. We will share adults to gain English, mathematics and information and be accountable for the technical qualifications. With the exciting development of the use of our adult education budget to Midland Metro, we will provide adults create a skills ecosystem for the region We will expand provision in our hardest with the opportunity to complete a sector which places residents and businesses at to reach communities – St Thomas’, St based work academy with a guaranteed the heart of our training offer. 100% of James’, Castle and Priory, Netherton and interview for employment on this project. our core adult education budget will Woodside; and Lye – delivering English, be spent in the region. mathematics, ESOL and employability We will build upon our popular ESOL programmes in schools, family centres, provision developing sector specific English The successful implementation of the language programmes for care, early years, community centres and neighbourhood above strategy will result in an increasing construction, hospitality and customer learning centres. This will include some number of adults progressing on to service. This will support more ESOL training at level 3 in priority sectors – delivery within our four Dudley learners to progress into technical training, digital, construction, engineering, accounts Academies Trust schools – Beacon Apprenticeships and employment. and finance – supporting the West Midlands Hill Academy, St James’ Academy, The Combined Authority’s regional skills plan. Link Academy and Pegasus Academy We will work closely with our local where we will engage parents and the employers and Job Centres to We will ensure all our adult education neighbouring community. ensure adults completing essential skills budget provision is delivered directly by the programmes have effective support and college wherever possible. Sub-contracted We will work collaboratively with the guidance into employment. This will provision will be supported by exception West Midlands Combined Authority and include building on existing relationships by only in specialist areas where our ability Further Education Skills and Productivity working closely with the new progression for direct delivery is limited and where we Group to develop a regional and local coaches being introduced within Job have agreement from the WMCA. offer to engage unemployed adults Centre Plus. We will introduce a new aged 17-23 in training. This will also independent advice and guidance role include an engagement programme with specifically to support adults completing enrichment opportunities and work essential skills qualifications. experience designed to move young people in to employment or further training. We will fully engage with the National Retraining Scheme to support adults in We will look to extend the Merry Hill low skilled jobs, particularly those whose ‘Skills Shop’ brand across all of our jobs are at risk of automation. This will facilities across Dudley and Stourbridge to initially be supporting adults with English provide a coherent offer for adults across and mathematics needs. the region. Through these centres we will deliver a suite of qualifications including We will be a key delivery partner for English, mathematics, employability and the West Midland Combined Authority’s

For more information log on to www.dudleycol.ac.uk 32 6c. Building technologies and services

Context The building technologies sector employs almost 187,000 people in the West Midlands, a number expected to rise by 48,000 by 2030. This makes it a key enabler of economic growth to address shortages of housing and employment facilities. There are a large number of construction projects underway in the region, including High Speed 2 and the construction of 215,000 new homes responding to growing demands for housing within an ageing society and the need for inclusive growth in the region. To achieve this, the sector is embracing technological and digital opportunities, such as building information modelling (BIM), modular construction and geospatial surveying.

These developments are supported by the West Midlands Combined Authority, which aims to build capacity for off-site construction, support the development of low- and zero-carbon homes, and Where we are now? provide assistance for small and medium- In Spring 2017 Dudley Advance II a Centre Working closely with employers such sized house builders. The West Midlands for Advanced Building Technologies opened its as Fulcro, Tesco Maintenance and Totally Combined Authority has an expected doors to provide an innovative space for Modular we have developed bespoke spending of £3.8bn per year for the the expansion of this curriculum area. This programmes to meet their training needs next five years in transport and housing has gone from strength to strength with and have drawn on their expertise to keep investment, while building technologies the growth in learner numbers, particularly abreast of changes in this sector. is also a priority sector for the Black through Apprenticeship programmes. Country Local Enterprise Partnership. This As well as modern construction investment aims to grow the sectors gross Through the depth of involvement by technologies, we have continued to value added to £10.9bn by 2030. employers in the design and content of our focus on our core construction trades curriculum we have been able to innovate programmes through our Construction While this requires workers to have and foresee the needs of this sector Apprenticeship Training Centre which opened traditional construction skills, there before they present themselves as critical in 2018. With cutting edge facilities and is a growing need to make use of to a workforce skills strategy. An example working alongside our employers we more advanced skills and higher level of this is the development of innovative have introduced new programmes to qualifications; the number of employers partnerships with leading employers in address skill shortages and have expanded qualified to level 4 needs to increase by the construction sector specialising in the opportunities for young people 9,000 over the next ten years in order to computer aided design. Working with the entering the industry by enabling seamless allow industry to realise these ambitions Technical Design Services Group we have progression through to professional and integrate new technologies that are been able to offer a new Digital Engineering levels. The opening of the Construction currently disrupting the sector. Apprenticeship, a first of its kind in the Apprenticeship Training Centre has enabled Further Education sector, training over 100 further employer partnership development apprentices in 2019/20. in the scaffold and roofing sector offering training locally that would not otherwise As much of what Advance II is all about is be accessible. not only new to the college but also new to the sector we have worked hard to develop an award winning training offer that is at the leading edge of employer demand - not only responding to sectoral needs now but predicting what those might be in the future too. Advance II and its innovative curriculum has been regularly featured as ground breaking at both local and national levels.

For more information log on to www.dudleycol.ac.uk 33

What we will do In the next phase of our development we propose to enhance our provision in the following ways.

For young people we will extend our current design, engineer construct programme to develop further entry pathways into modern construction careers. At level 3 we will also broaden our offer to include programmes in building design and supervision enabling progression to professional status through professional membership of relevant bodies.

For construction trades we will develop new programmes in dry lining, plant operations, highways and skills shortage in these areas across the groundworks based on feedback from West Midlands and enable adults to take local and national employers. We also advantage of employment opportunities in recognise the need to provide programmes these fields. in retro-fitting and sustainable We will further develop our building technologies. relationships with strategic partners We will successfully deliver the new to deliver bespoke training for their construction T Level, giving talented employers along with Apprenticeship young people the opportunity to study this standards. Building upon the work we have new qualification as a route to employment achieved to date with Tesco Maintenance or higher level study. This will be supported we will develop further partnership work through collaboration with other on a local and national level. colleges in preparation for delivery and with a range of local employers who will Through our partnership with CNET we will deliver programmes in building support the industry placement. retrain in technical fields such as networking aimed at apprentices and plant training, groundworks, general Building on our long-standing work with professionals looking to retrain. Following construction, scaffold and highways. the Skills Show and World Skills we a successful launch of the first data cabling will look for further opportunities to Apprenticeship in this sector we will We will be an active provider for the introduce competitions as a vehicle to grow this provision throughout the life West Midlands Construction Gateway recognise the construction and building of this plan. programme, offering training in rail technologies skills developed by our young engineering, groundworks, scaffolding people. This will include leading on regional Having taken over operation of the Advance and other disciplines linked to meeting and national competition programmes Technical Engineering and Construction the skills needs of critical regional and ongoing involvement with the Centre in Waltham Forest, we will work construction activities. Ministry of Building Innovation and in partnership with the local authority to Education (MOBIE). ensure the provision is extended to meet We will further extend our range of the skills needs of that region. Through short professional programmes With Apprenticeships we will continue our ongoing strategic partnership in technical construction disciplines, our development of new programmes by with Simian we will extend the facilities supported by additional facilities available offering new Apprenticeship standards in and curriculum offered in modern, in the Black Country and Marches Institute construction as they become available. professional and technical of Technology. This will include new This will include construction design scaffolding training. programmes in building information and build technician, building modelling, immersive technologies, services engineering technician and As part of our work in the London region geospatial surveying and other technical Apprenticeships at level 2, 3 and 4 across we are also committed to working with programmes associated with modern a range of construction programmes. local partners to ensure the wider offer of methods of construction. Working with our industry partners such construction training meets regional needs. as Totally Modular, CADCOE, Fulcro and This may include work with other colleges Our offer for higher level learners West Midlands Roof Training Group we in the region as well as private training will be substantially increased by the will continue to explore innovative new providers, such as The Tunnelling and opening of the Black Country and Marches programmes in the world of modern Underground Construction Academy. Institute of Technology in Autumn 2021. construction methodologies. The Institute will offer local people For adults we will work with the West the opportunity to study higher We will introduce new facilities and Midlands Combined Authority to introduce level programmes in modern programmes for Plant Operator and a range of funded accredited programmes construction methodologies, often Grounds Worker training to support the aimed at employed adults looking to through Apprenticeships.

For more information log on to www.dudleycol.ac.uk 34

Dudley College of Technology will develop new programmes to be delivered through the Black Country and Marches Institute of Technology focusing very much on careers and progression in the industry. These careers will include: building services engineering, construction design and build technician, construction assembly technician and facilities management. In partnership with University of Wolverhampton and others through the Black Country and Marches Institute of Technology we will also offer degree level programmes in construction surveying, civil engineering and geospatial mapping and science.

Through the Black Country and Marches Institute of Technology we will create a dedicated new facility and services to support the innovation, research and design capacity of SMEs, particularly those working in advanced manufacturing, modern methods of construction methodologies and medical engineering. The new SME focussed research will provide a space where businesses can innovate and grow business ideas in a research and development environment.

We will develop clearly marketed pathways from school age to graduate level to ensure all young people and adults can see how to progress into the many exciting construction opportunities in this region.

Assuming the recently seen substantial growth in construction training continues, then during the life of this plan we will explore the feasibility of extension to the Construction Apprenticeship Training Centre in Brierley Hill.

For more information log on to www.dudleycol.ac.uk 35 6d. Digital and creative industries

Context West Midlands Combined Authority has launched a new screen industry body to The creative and digital industries are boost the region’s media industries, with hugely important to the West Midlands, the aim of bringing 29,000 new jobs to contributing almost £4 billion to our the region by 2030. This will build on the economy. We know we have creative region’s growing prominence as a centre strengths in the region as more than for film, TV and video game production. 10,000 creative businesses are based Creative industries in the region will also here, and the rapid growth in this sector be supported by Coventry’s status as City suggests that the digital and creative of Culture in 2021. industry will employ more than 100,000 people in the West Midlands by 2030. This is why the West Midlands Combined Where we are now? Authority has identified digital and creative We recognise the value of creative as one of its ‘transformational sectors’. and digital industries not only as a key Benefiting from its proximity to employer and a vital part of the economy Birmingham which has the largest 'tech but also as an enabling sector for other sector' outside London with around businesses, who use the work of creatives 3000 tech businesses generating over as a catalyst for innovation in their own £2 billion for the local economy, with industries. As a reflection of this we have growing demand for firms specialising in significantly developed our course offer information technology, Fintech, games, expanding the provision to included digital medtech and cyber security which are animation, music production and games growing and exporting world-wide. design during the course of our last Birmingham is home to more software strategic plan. The addition of the Art and developers, programmers and software Design Centre at Brierley Hill has expanded architects than any other regional city our provision further and provided new in the UK. And the West Midlands’ 20 development opportunities. universities contain 100 tech-related However, we accept that we need to do centres of excellence with110,000 learners more to strengthen our partnerships graduating in these areas every year. with creative businesses and develop Digital skills are also in demand across more choice for learners including other important sectors, such as the development of Apprenticeship engineering, health and life sciences, pathways in these sectors. The burgeoning and building technologies. opportunities presented by the createch The West Midlands is also one of the sector including immersive entertainment, top 3 regions for games development in artificial intelligence, personalised tools the country and the UK’s leading regional and augmented reality will see a merging hub for connected automated vehicles; of creative industries with other disciplines fintech; cyber and e-commerce. Chosen such as engineering and information by the government as the UK’s test bed technology. We need to develop our region for 5G technology it is home to curriculum in line with future demand. a wide range of tech hubs, accelerators, and co-working spaces. It also houses the UK’s largest dedicated tech campus at Innovation Birmingham and Longbridge Tech Park which is a new £100 million home for tech and digital businesses.

For more information log on to www.dudleycol.ac.uk 36

What we will do By 2023 we will establish Dudley College of Technology as a centre of excellence for professional and technical training in the digital and creative sector. A fresh, agile and responsive curriculum will exploit the synergy between the digital and creative sectors and attract more full-time 16-18 learners to study our digital and creative pathways.

We will be at the forefront of national T Level development. We will create new programmes, designed and developed in partnership with employers to respond to the regional skills gap and provide pathways for young people and adults into higher level training, Apprenticeships and/or employment within this transformational sector. We will also continue to review our level 1 and 2 technical offer to ensure it is providing pathways to level 3 programmes such as T Levels. This includes piloting the new T Level Transition Programme.

A ‘digital advisory panel’ made up of key stakeholders, including industry professionals, higher education providers, SMEs and independents will be developed in a partnership model. Our digital ‘partners’ and/or ‘sponsors’ will raise the profile and credibility of our offer.

A 'digital innovation group’ will be established across the college. The group will progress the use of innovative and transformational technology in teaching and learning at a rapid rate, ensuring our suite of digital applications (software, through the expansion of our advanced need to succeed in a changing world, Virtual Learning Environment and online lecturer posts. regardless of level or sector. learning tools) and physical resources are cutting edge and sustainable. We will provide digital solutions to Through our T Level provision we will enhance the learner journey and the embed industry placements into the We will align our cross-college information role of learner services through reform core learning experience and develop technology strategy with our curriculum of our interview, enrolment, induction and partnerships with the many macro and development plan to ensure continued careers activities. micro creative entrepreneurs in the region investment in our information as well as larger employers such as DCA technology infrastructure, enabling We will develop our own digital Design and Codemasters, one of the UK’s innovative and forward-thinking curriculum content and social media presence to most successful games developers with planning across our whole estate. meet the expectation of our stakeholders, global success for McCrae, F1 and Forza. We will foster a culture of cross-college enhancing accessibility and improving the collaboration with a focus on digital/ customer experience. In our existing media production portfolio creative enhancement of projects. We we will include more innovative and We will present digital solutions around will support pioneering projects through immersive content creation to meet a ‘digital innovation fund’, measuring accessibility both online and onsite across the needs of our young digital and innovation in teaching and learning with a our estate, empowering learners with diverse population. ‘digital barometer’ and celebrating the special educational needs, enriching Equipping young people with the digital and achievements of our learners and staff with their learning experience and preparing the ‘digital innovation award(s)’. them for independent living and the technical skills which are essential for them world of work. to be successful in an evolving creative Staff will be up-skilled with a significant industries sector; embracing new investment in our digital professional We will launch a digital credentials technology whilst preserving traditional development offer whilst attracting programme for every learner, techniques and crafts skills will be a core industry professionals to future roles providing them with the digital skills they element of our learning programmes.

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

and advanced engineering will be related performance opportunities developed in collaboration with our higher across the cultural and corporate education institutions partners. sectors whilst exploiting the regional prospects afforded by Coventry holding We will review and reform our higher the UK City of Culture title in 2021 and education provision in digital and The Commonwealth Games being held in creative industries to align more closely Birmingham in 2022. with industry requirements, introducing further pathways within information Remaining committed to delivering technology, media production professional training in the and games. performing arts and recognising the skills this provides for our learners to Supporting graduates of our higher progress into a range of careers will be education programmes with a ‘digital at the heart of our curriculum. Through INDI’ incubation hub, providing budding the development of a professional digital entrepreneurs with business advice programme of work in the Evolve and guidance for start-ups in partnership Theatre, we will further enhance the with industry mentors will form part of our learner experience, providing regular mission. We will actively seek opportunities opportunities to work alongside industry to develop multi-disciplinary approaches to professionals and developing business enhance our digital curriculum by bringing and entrepreneurial skills within digital and creative sectors together. Such this sector. as uniting performing arts and media to utilise motion capture technologies in We will foster a strategic relationship games design. with the planned Music Institute in Brierley Hill, enhancing the progression We will build on existing entrepreneurial opportunities for our music performance, skills within the creative industries to music production and technical theatre foster business start-ups and draw on the learners to move onto higher level expertise of our alumni. We will explore programmes and Apprenticeships whilst the feasibility of incubating new business benefiting from high quality industry start-ups at our Brierley Hill campuses. exposure and placements.

The number of young people and adults studying Apprenticeship programmes within digital and creative industries will increase; through the rapid expansion of our employer links across these sectors.

Across our computing curriculum we We will develop new Apprenticeship will develop programmes to support the opportunities within the digital and creative industries, including information growth in fintech, cyber security and technology, network engineering, app e-commerce sectors including pathways in development, digital marketing, social media data analytics, programming, management, visual effects, post production, app development, cyber security broadcast media, technical theatre, and automation. photography, cultural heritage, fashion, Virtual reality, augmented reality and museums and galleries. artificial intelligence technology will The college will actively promote the be used across our curriculum. digital and creative industries within our local schools, raising awareness of We will provide more opportunities for the sector and the pathways available to employed and unemployed adults our young people. to upskill and reskill in new media technologies with bite sized learning, The enhancement of our information flexible and online delivery models advice and guidance around the such as the Digital Futures programme digital and creative sector with a funded by West Midlands Combined programme of ‘DigiTech’ boot camps Authority’s Adult Tech Fund and the for local secondary schools will provide Flexible Learning Fund. careers guidance through the introduction of the West Midlands Digital & Creative Investing in the Black Country and Careers Fayre. Marches Institute of Technology to realise highly digitised level 4 and 5 technical We will continue to provide performing programmes in health and life sciences arts learners with high quality, work-

For more information log on to www.dudleycol.ac.uk 38 6e. Engineering and advanced manufacturing

Context Where we are now? sponsorship of our training facilities.Thus allowing learners to have access to the Engineering and manufacturing have The college has had particular success in most up-to-date equipment available on been at the heart of the West Midlands anticipating the needs of this sector with the market, to develop their skills on. economy since the Industrial Revolution. the growth of new provision in Dudley 192,355 workers across the region are Advance 1 which was opened by Professor employed in the sector across 16,530 Brian Cox in April 2015. A dedicated companies. Through its Industrial Strategy, steering group of local engineering West Midlands Combined Authority aims employers inputted into the design and to build on this foundation to harness ongoing operation of the new centre. the largest concentration of high value manufacturing businesses in Europe, as In concluding the work of that steering well as opportunities presented by major group in October 2018, the key outputs developments such as High Speed 2, the were noted as: National Automotive Innovation Centre and the Elite Centre for − over £12m invested in state-of- Manufacturing Skills. the-art new facilities for delivery of manufacturing and engineering training; The region is home to a number of major manufacturing companies, such as Aston − quality of provision that has Martin, Cadbury, Jaguar Land Rover and moved from ‘Requires Improvement’ Mueller Europe, with over 60% of exports to ‘Outstanding’; from the West Midlands originating in − a significant shift to advanced and this sector. The Black Country itself is higher level skills development; the number one area for jobs in the new manufacturing economy. − the college is now one of the largest providers of Apprenticeship training in The region also has many opportunities these sectors; to leverage innovation in high-value manufacturing, enabling more employers − over 2,100 apprentices in training since to take advantage of local research and Dudley Advance I opened in 2014; develop ‘innovation aware’ businesses ready to participate in Industry 4.0, automation, − over 600 higher education learners additive manufacturing and other in training since Dudley Advance I What we will do rapidly emerging technologies. Warwick opened in 2014; Manufacturing Group, National Catapult In the next phase of our development we Centres and local universities are working − employer satisfaction amongst the propose to enhance our provision in the with SME’s to enable them to join local highest in the country (score of following ways. supply chains. It is expected that this will 92.6 in most recent national Further double the productivity of the advanced Education Choices Survey); For young people we will embed manufacturing sector by £8bn gross value and extend our recently launched added by 2030, resulting in an increase − national recognition as a centre of ‘Engineering & Manufacturing of 20,000 jobs and 16,000 more workers excellence now leading to involvement Academy’, offering young people an qualified to level 4 or above. in national projects. opportunity to develop core engineering skills before moving into Apprenticeship As one of the largest providers of vacancies with local employers. This Apprenticeships we now train 67% of all will include adding additional technical apprentices in the advanced manufacturing pathways through the Academy to suit local sector in the Black Country meeting industry needs. the needs of a vast array of engineering employers including: Kuka Robotics, Lander We will successfully apply to be one of the Automotive, Clamason Industries, and first providers of the new engineering Thomas Dudley Ltd. & manufacturing T Level routes, giving talented young people the opportunity to We have also built strong employer study this new qualification as a route to relationships with partners such as employment or higher level study. Working Fujitsu, TDS WeldTec, Accord Housing, alongside our partner local/regional and Westfield Sports Cars; who through colleges we will develop resources and collaborative working have supported staff expertise to successfully support curriculum developments by their the implementation of T Levels.

For more information log on to www.dudleycol.ac.uk 39

We will introduce a new full-time programme pathway in robotics and automation in response to demand from local employers. To support this we will invest in enhanced facilities around robotics, automation and mechatronics in partnership with one or more local leading employers in this field such as Kuka Robotics.

We will further extend our motor vehicle full-time programmes to introduce pathways for those young people looking to enter Apprenticeships and careers related to modern transport Light Rail Innovation Centre due to level programmes in engineering technologies. This will include pathways open in Dudley in 2021. and advanced manufacturing and leading to careers in autonomous and biomedical engineering with an electric vehicle studies. We are also proud to be involved in emphasis on Apprenticeships the development of an autonomous up to level 6. As part of our Stronger Towns application, vehicles hub planned for Dudley and we will aim to develop a new centre will work with key manufacturers in the Through the Institute we will develop for higher level training in modern region to develop Apprenticeship and new programmes to focus on careers transport technologies, specialising in professional updating programmes not qualifications. Careers will include autonomous connected and electric to train young people and adults in these – product design and development vehicle manufacture and the associated emerging technologies. engineer, manufacturing technology supply chain. engineer, electrical/electronic We will develop opportunities for training technical support engineer, process Building on our long-standing work with around green transport, electric vehicles automation engineer, manufacturing the Skills Show and World Skills we and new battery technologies in line with engineer, senior metrology technician will look for further opportunities to emerging developments and skill needs in and control engineer. introduce competitions as a vehicle these sectors. to recognise the engineering skills In partnership with University of For adults we will work with the West Wolverhampton and others the developed by our young people. This Midlands Combined Authority to introduce will include leading on regional and national Black Country and Marches Institute of a range of funded accredited programmes Technology will also offer programmes competition programmes. aimed at employed adults looking in digital solutions, product design to retrain or cross skill in technical With Apprenticeships we will continue and development and process fields such as manufacturing, CNC our development of new programmes by automation. For biomedical engineering, operation, mechatronics, computer offering new Apprenticeship standards careers will include - science industry aided design. As new technologies in engineering as they become available. maintenance technician, electrical are developed in these sectors we will This will include new Apprenticeship biomedical engineer, biomedical continue to provide innovative solutions to programmes in engineering science engineer, healthcare science the training needs surrounding their use. technician, engineering operative, engineer and diagnostic technician. non-destructive testing engineering Working with local employers and other Through the Black Country and Marches technician, engineering science stakeholders, including Job Centre Plus, we Institute of Technology we will create a industry maintenance technician. will develop specific programmes to dedicated new facility and services to support employment into entry-level support the innovation, research and Building on the success of programmes engineering positions where there are developed in partnership with local design capacity of SMEs, particularly local shortages. those working in advanced manufacturing, employers (such as Lander Automotive) modern methods of construction we will extend this service to other We will further extend our range of short methodologies and medical engineering. engineering employers in the region. The professional programmes in technical The new SME focussed research will creation of an engineering academy engineering disciplines, supported provide a space where businesses can which supports the recruitment of by new facilities available in the Black innovate and grow business ideas in a apprentices across a wide range of Country and Marches Institute of Technology. research and development environment. engineering, advanced manufacturing This will include new programmes in and automotive sectors will be robotics, automation, programmable logic We will develop clearly marketed developed to meet this need. In effect a controllers, electro discharge machining pathways from school age to ‘one stop’ point of recruitment for all heat treatment and materials testing and graduate level to ensure all young companies in this sector. home automation. people and adults can see how to progress into the many exciting Working in partnership with Warwick Our offer for higher level learners will be engineering and manufacturing substantially increased by the opening of Manufacturing Group and local employers, opportunities in this region. we will develop and deliver new the Black Country and Marches Institute of apprentice programmes to support Technology. The Institute will offer local skills development linked to the Very people the opportunity to study higher

For more information log on to www.dudleycol.ac.uk 40 6f. Health and life science technologies

Context In addition to the technological Where we are now? development within health sciences, there The health and life science technologies is an increasing move to improve health We have a recognised course provision sector in the West Midlands employs holistically and through life-style, diet and in health and life sciences as well as 250,000 people across 7,535 organisations. exercise and a need for health professionals our traditional sciences offer (A levels Representing £6bn of the region’s gross who support these changes. Educating at in mathematics, physics, biology and value added, there are ambitious plans to all levels within the community is vital but chemistry), with our vocational courses double this and add 75,000 jobs by 2030. particularly within the early years which is in applied science including a pathway Due to the nature of the sector, this would continuing to grow with the local demand in biomedicine, animal science, health require an additional 29,000 workers for child care. and social care and a range of access to qualified to level 4 and above over the higher education pathways from medicine next ten years. Mental health is a related field whose and midwifery through to allied health importance is increasingly recognised. professions. There are more than 100 There is a particularly significant cluster The West Midlands Combined Authority’s Access to Higher Education adults within of businesses in the medical and life Mental Health Commission will these programmes and almost 600 sciences sector in Birmingham, with the recommend action to improve local mental vocational learners across the area. We area being promoted as a centre for the health and well-being, highlighting the links have an extremely high progression into rapid development of drugs, diagnostics and between this and related sectors such as higher education from these courses with devices. This includes major employers like public services and leisure. many seeing 100% of learners take up a Beiersdorf UK, Halcyon Topco and Lexcon, place at university. as well as the Birmingham Life Sciences Park, over 20 hospitals and hundreds of More broadly we are one of the few care homes. colleges nationally to hold the prestigious STEM Assured Standard. This is only This offers tremendous opportunities awarded to organisations that offer a broad for the sector, especially as we are now STEM (science, technology, engineering and living longer. Medical technologies are mathematics) curriculum of the highest increasingly integrated within construction, quality and can also demonstrate to the supporting the independence and awarding panel that it is keen to promote functionality of older people. The health opportunities to individuals to engage in and life sciences sector therefore relies STEM related learning. increasingly on engineering professionals to support a wide range of highly Dudley College of Technology places a huge complex medical equipment. Industry importance on promoting STEM related 4.0 has introduced new technologies and careers. Over 40% of young people on techniques, often precipitating a move ‘from full-time programmes are following STEM doctors to machines’ as more diagnosis is related studies and more than half done using medical equipment and artificial of all apprentices are following STEM intelligence, requiring a step change in related programmes. work force skills.

The Topol Review, February 2019 an independent report on behalf of the Secretary of State for Health & Social Care states that within 20 years, 90% of all jobs in the NHS will require some element of digital skills. The NHS are inching towards the data-driven future of population health. All staff will need to be able to navigate a data-rich healthcare environment requiring digital and genomics literacy. A digital transformation is needed to improve patient care and the general well-being of the NHS workforce. Digitally enabled primary care and hospitals require skills in interoperability, privacy and cyber security.

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What we will do with the business acumen to start their own businesses and develop a sense We will expand our life science of entrepreneurship. provision to include more pathways into careers in healthcare and medical We will develop our early years and fields for both adults and young people. education curriculum using technology We will develop and deliver training in and link to health to support regional the field of biomedical equipment public health initiatives. engineering to support engineers from NHS, private hospitals and industry. We We will continue to develop our full-time will deliver accredited technical courses curriculum offer with programmes that from level 3 to level 5 with an emphasis include the opportunity to resit GCSE on Apprenticeships through the new and biology as well as mathematics innovative partnerships developed with and English to allow young people industry leaders such as Avensys to progress in health sciences and new Medical. These developments will be programmes that will cross over between integral to Dudley College of Technologies subject areas. role in developing employer-led training as part of the Black Country and Marches We will introduce new ‘multi-discipline’ Institute of Technology. pathways through technical education linked to priority careers. This will include We will deliver training to prepare the science and engineering, digital and healthcare workforce to deliver healthcare and sport science and health. We will work proactively with the West the digital future, with an emphasis All pathways will be underpinned by digital Midlands Combined Authority to try and on Apprenticeships. Training will include technologies, both in their content and in support funding for adults looking to – technology leadership, genomics, their delivery. retrain in priority health and life digital medicine, data analytics, science disciplines. Specifically we would coding, artificial intelligence, machine For adults we will continue to maintain hope this would include programmes in learning and robotics. strong links with exam boards and employers roles into laboratory and diagnostic to ensure our adult offer meets the technicians, healthcare assistants, We will plan to develop our science needs of the adults in our community. digital medicine and clinical coding. facilities in light of the substantial rise in applied science learner numbers in recent We will continue to develop Access At higher education level we will develop years (more than 200% increase in 5 years) to Higher Education Programmes innovative higher education curriculum and the need to support and develop more within medical and healthcare in partnership with higher education technical curriculum in this area. Using sciences and offer flexible courses, run institutes to meet the needs of the local the technological developments within in part from distance, in the evenings and sector from level 4 to 6 and beyond, the Black Country and Marches Institute as part-time courses to allow learners to responding to the demands of the market of Technology we will inspire healthcare continue to work. and our employer partners. We will learners and increase the breadth match higher education and higher of awareness of career pathways We will develop a suite of short courses Apprenticeship programmes to allow available as well as the curriculum to for adults considering career development learners to move between programmes as support those pathways. or changes, including; mental health they gain employment. and health and well-being, as well For young people we will continue to We will develop a foundation degree as a range of education and early years develop the curriculum offer, including in early childhood studies to allow programmes to support government and launching the new T Level pathways for progression for our learners and the school initiatives. education, health and sciences, giving community, supporting an increasing talented young people the opportunity to We will develop within the Black Country number of learners to achieve higher study this new qualification as a route to and Marches Institute of Technology a level qualifications and therefore employment or higher level study. We will series of end user and technical upskilling earning potential. diversify the science offer to allow learners programmes including those specific to to choose pathways in applied science, We will develop programmes within the use of medical equipment such biomedical science or analytical and both medical engineering and allied as cardiovascular and physiological forensic science. healthcare sectors to develop both monitoring, those specific to the medical engineers and end users together, We will further extend our employer environment such as ventilation and allowing collaborative development, for relations in this field to develop decontamination and more general example within biomedical engineering and innovative relationships to facilitate medical equipment technologies courses biomedical science. industry placements for full which provide broader skills in the area. time learners. Linked to the development of the We will develop short evening Black Country and Marches Institute of We will use market knowledge to programmes in healthcare to upskill Technology we will introduce a range develop employer directed courses staff and support those returning to work, of higher education programmes in and around the rapidly developing pet including healthcare technology and digital in collaboration with higher education care industry, including equipping learners equipment use. providers, which will include data science,

For more information log on to www.dudleycol.ac.uk 42

electrical biomedical engineering, We will develop healthcare science Building on our strong science and animal biotechnology, biomedical systems Apprenticeships to both utilise our management programmes we will explore engineering and healthcare facilities and develop end user skills in the opportunities to extend our curriculum, science practitioner. healthcare sector. including developing Apprenticeship programmes in animal sciences and Through the introduction of the Black We will develop higher Apprenticeships emerging areas such as conservation. Country and Marches Institute of Technology in early years that complement our and the potential further development higher education offering to benefit those offered through the Stronger Towns already in developed careers to continue fund, we will develop new teaching their progression. This will include facilities which will allow the further Apprenticeships for children, development of programmes alongside young people and families’ industrial partners such as Avensys. These manager and practitioners will include facilities such as medical and residential childcare. laboratories, virtual healthcare suites, digital laboratories and cutting-edge We will host a series of employer medical equipment. engagement workshops to consult on our Apprenticeship offer in this important Working in partnership with other higher sector, thereby giving employers the education institutes we will co-design and opportunity to consult on and develop deliver first year transitional degree our delivery. programmes to allow learners to progress smoothly into higher programmes We will develop the skillset of and support them in technical higher our business development and education such as biomedical sciences employment hub teams to ensure and healthcare where traditionally they can properly advise all stakeholders transition is challenging. on programmes related to health and life sciences. We will use the technological developments within the Black Country We will develop new programmes to be and Marches Institute of Technology to delivered through the Black Country and enhance the technological skills of Marches Institute of Technology and will our biomedical science, healthcare focus on careers, not qualifications. For and health and social care learners, biomedical engineering, careers will include equipping them with the knowledge – science industry maintenance to confidently enter a rapidly technician, electrical biomedical evolving workplace. engineer, biomedical science engineer, healthcare science engineer and We will upskill our staff with the diagnostic technician. knowledge of new techniques and co-operatively working with industrial For digital health skills, careers will partners; encouraging and facilitating include - clinical coders, data delivery on the rapidly developing suite analysists, integration developers, of programmes. front-end developers, cyber security professionals and healthcare With Apprenticeships we will continue professionals in genomic literacy, to develop our Apprenticeship offer digital medicine and artificial within the healthcare sector ensuring that intelligence/robotics. the skills our learners develop include the technological innovations within this Through the Black Country and Marches area. This will include new Apprenticeship Institute of Technology we will create a standards in healthcare science, dedicated new facility and service technician scientist, manufacturing to support the innovation, research technician, clinical engineering and and design capacity of SMEs, medical equipment technologies particularly those working in as well as within canine health and advanced manufacturing, modern animal science. construction methodologies and medical engineering. The new SME We will develop, along with our focused resource will provide a space industry partners, courses that where businesses can innovate and grow complement both the Black Country business ideas in a research and and Marches Institute of Technology development environment. and lead onto higher programmes. We will work with our industrial partners, such as Avensys to ensure that content of both programmes is industrially appropriate.

For more information log on to www.dudleycol.ac.uk 43

For more information log on to www.dudleycol.ac.uk 44

6g. Inclusion programmes

Context Dudley Metropolitan Borough Council has also been keen to keep more of their The system for supporting children and young people with SEND in the borough young people with Special Educational rather than funding their studies through Needs and Disabilities (SEND) has residential schools far away from their undertaken considerable changes support networks. during the last four years. The legislative framework provided by the Children and In line with the 'national epidemic”' in Families Act 2014, has enshrined the right mental health, the college has also seen to an education for everyone, that allows the number of learners presenting with them to achieve and become confident mental health problems increasing. The adults who live fulfilling lives. For colleges Mental Health Foundation currently and other learning providers this means estimates I in 10 children and young people we have a statutory duty to provide are affected by mental health problems educational pathways for SEND learners up ranging from general anxiety disorder, to the age of 25 years and that we need to self-harm and depression through to work within the SEND Code of Practice to eating disorders. fulfil our duties.

Against this context, policy has advocated that learners with mild and moderate learning difficulties are best served by being integrated into mainstream provision, with the right levels of support being put in place through a range of reasonable adjustment, to allow them to fulfil their potential. A smaller number of learners are best provided for in discreet educational provision.

For more information log on to www.dudleycol.ac.uk 45

Where we are now? What we will do We have developed an inclusive learning We will continue to provide an inclusive environment in which we meet the needs learning environment for learners of learners with the full breadth of social, with complex needs. emotional and mental health difficulties and sensory and/or physical needs We will work with local authorities to provide local education opportunities In line with this approach and as a direct for young people with SEND in order response to local demand we have to prepare them for higher study and increased the volume of provision in this adulthood. This will see a continued area. Enrolment by learners who have an growth in learners with EHCPs to Education and Health Care Plan (EHCP) 500 by 2023. has grown from 28 learners 2015/2016 to 380 learners in 2019/20. We will develop additional transition pathways for young people to prepare We have introduced dedicated new roles them for higher level technical study. These to develop our capacity and ensure we will include digital, creative, horticulture continue to meet our statutory duties for and conservation, construction, catering learners with SEND. This has included a and public services. dedicated Inclusion Manager, an EHCP Co-ordinator and EHCP Administrator. We will expand the Aspire identity through the development of the house Of our current cohort of SEND learners, at 12 The Broadway becoming a base for approximately 50% are integrated into technical skills development in horticulture, mainstream provision whilst the others conservation and construction, developing access our discreet learning provision a new brand strategy for our provision which runs under the banner of: Aspire across all sites that differentiates our offer Living and Aspire Works. The addition of to our customers. We anticipate growth in the Independent Living Centre at Brierley this provision over the life of this plan. Hill broadens this discrete provision for We will introduce a dedicated learners with the addition of courses not Building on the introduction of outstanding/lead practitioner for currently offered at Aspire. supported internships, we will work SEND to support teachers in their ability with employers to provide young people to embed inclusion into all we do. Our learners continue to present with with opportunities to complete increasingly complex multiple needs and supported internships in a range of As we expand our higher skills provision we have allocated resources accordingly curriculum areas. By 2023 we will have through the development of the Black including increasing the capacity of our supported 25 learners to complete Country and Marches Institute of Technology support services such as our counselling supported internships. and growth in higher Apprenticeships, service, in line with this demand. we will become a provider of disability As a disability confident employer we learner allowance support for higher will commit to providing 10 supported skills learners. internships annually by 2023. We will work with our employers to We will set up a mental health working increase the numbers of learners group who will ensure the college declaring SEND progressing on responds positively to increasingly complex to Apprenticeships. mental health needs of young people and adults. This will comprise of staff, learners Through a structured and detailed and student union representatives. staff development programme, we will develop the skills and knowledge of Following the success of our ‘Safe Space’ our personal development officers at our Broadway site, we will explore so they are able to meet the needs of opportunities for further spaces to be apprentices with increasingly complex created at other college sites. SEND and mental health needs.

Through staff development, teacher We will continue to develop and enhance collaboration and sharing best practice, we our use of digital learning and will continue to develop our technical accessibility technologies to better teachers to enable them to create prepare learners with SEND for adult an inclusive learning environment life and work. regardless of the technical pathway for young people and adults with special educational needs and disabilities and complex mental health needs.

For more information log on to www.dudleycol.ac.uk 46 6h. Professional services and service industries

Context opportunities are predicted to bring over 22,000 jobs to the region, they will also The professional services sector is have a lasting legacy, contributing to a expected to contribute £45.5m to the visitor economy worth £7bn. Closer to the West Midlands Gross value added by 2030, college, the Black Country Museum has a more than doubling since 2013. To support £23m extension to its attractions opening this, West Midlands Combined Authority in 2022, the Midland Metro will connect plan to ensure that local businesses source the region quickly with Birmingham and their finance and business services from surrounding districts and there are plans local companies, growing Birmingham, to enhance the tourist and night-time Coventry and Wolverhampton as centres economy attractions in the area. for the finance industry. Alongside this, the region is investing 400,000 people are employed in this sector heavily in commercial and retail sites, such across the West Midlands, covering a range as the Cable Plaza Music Institute scheme, of fields such as management, finance and a £16m extension to Pensnett Industrial other professional roles. While many of Estate, and the 4,435sqm i9 development these jobs also cut across other sectors, in Wolverhampton. they represent approximately 18% of the workforce, and traditionally demand Because of these initiatives, it is predicted higher level skills. However, the number that the services industries sector across of employees regionally in this sector the wider West Midlands will be worth is still below the national average and a £86bn gross value added and employ 1.4m shortage of middle managers is impacting people by 2030. This ambitious growth regional productivity. This calls for a will be centred on the three city hubs of growth in not only technical training, but Birmingham, Wolverhampton and Coventry, also in leadership and management skills, as well as the region’s excellent position as a centre for export and logistics – the particularly linked to STEM specialisms. The The development of Dudley Evolve in 2012 region exported £17.8bn worth of goods Government’s 2017 Employer Skills Survey and Dudley Enhance in 2014 allowed us across the world in 2017, putting it at the found that 45% of businesses reported gaps to extend our offer to service industries heart of the economy as well as the nation. in their managerial skills, often due to staff through the creation of high quality being promoted internally. technical facilities to support training Where we are now? in hospitality and catering, tourism, Meanwhile, the financial services industry sport and hair and beauty. This has led has recognised skills shortages as a As professional services span a broad to modest growth in provision in these major barrier to recruiting suitable staff, range of sectors we provide an extensive areas and the formation of strong links while a number of other sectors, such as portfolio of learning in these areas with with local employers to support delivery construction, have identified that a lack of an emphasis on higher level leadership and outcomes for our full-time learners, digital leadership and innovation skills are and management programmes in such as our long-running partnership with presenting barriers to growth. conjunction with the Chartered Swissport at Birmingham Airport. Management Institute. Alongside this The Black Country’s Our sports provision was further economy is significantly boosted by a In support of the wider financial services enhanced in 2016 as we assumed delivery growing services sector, encompassing sector we offer The Association of for the Sporting Excellence programme retail, leisure, culture and tourism, Accounting Technicians accredited in swimming, which operates nationally employing some 193,200 people across programmes. But we recognise our finance to develop the best talent in this field. 10,130 companies. The college sits at the offer is limited and there are opportunities Alongside our own Team Dudley, which heart of this, with proximity to major to expand our offer in this sector as there now competes regionally and nationally sectoral hubs, such as the Merry Hill Retail are in information technology, legal services in a wide range of disciplines, the college Centre, Dudley Zoological Gardens and and human resource management. has long been committed to developing the expanding Black Country sporting talent in our learners whatever Living Museum. During the life time of our last strategic discipline they may be studying. plan we made the decision to reduce There is significant investment in the our offer in some related areas and are Apprenticeship provision exists in all region that will impact on these sectors no longer running dedicated full-time of these subject areas, with particularly over the life of this strategic plan. The programmes in retail, but rather we high demand for leadership and leisure and cultural sectors will be boosted developed a broader based business management training. We recognise by the 2022 Commonwealth Games curriculum with particular success in the however that more could be done to in Birmingham and Coventry’s role as multi-award winning offer through our develop Apprenticeship opportunities, 2021’s UK City of Culture. While these Peter Jones Enterprise Academy. particularly in the service industries.

For more information log on to www.dudleycol.ac.uk 47

What we will do For adult learners we will maximise on For higher level learners we will provide opportunities provided by our proximity a number of new relevant and For 16-18 full-time learners we will to world leading tourism destinations, responsive qualifications to work proactively with the Department the inward investment provided by the further promote pathways for for Education to ensure the smooth roll Commonwealth Games and the local higher education and degree level out of T Levels over the next three years. investment in business infrastructure by Apprenticeships in professional services, We will be active members of curriculum reinvigorating our offer. We will provide including associate project manager, advisory groups shaping the future of more flexible learning opportunities chartered manager, and paralegal studies. technical education. for those who wish to study on a part-time basis alongside other working patterns. Our strategic partnership with A comprehensive staff development Chartered Management Institute plan will run parallel to the roll out of We will continue to design and implement will continue to go from strength to T Levels to ensure our staff are well a wide range of professional strength, where we will become a devolved equipped to deliver the knowledge qualifications specialising in the Chartered Manager Assessment Centre and skills required for the new areas of leadership, management, awarding prestigious accolades in the technical qualifications. legal studies, customer service, managerial profession. coaching, mentoring, finance, change As industry placements for T Level Working collaboratively with local management, project management, learners expand across these areas we will higher education institutes we will offer team leading and operational/ increase the capacity of our Employment progression pathways for travel and departmental management. Hub team to source and engage learners tourism, sport and hospitality and with realistic and meaningful placements. We will introduce new legal and catering learners at level 3 to be able This will include strengthening our medical secretary pathways to our to progress to degree programmes and benefit from our proximity to Birmingham partnerships with local businesses business offer to support young people and the Commonwealth Games. and tourist attractions where expansion and adults to progress or retrain into is planned over the life of this plan. these careers. We will develop our sports curriculum We will identify a number of hybrid to align with new health initiatives locally As part of our ongoing work in the pathway programmes to support and regionally so that learners have a Dudley area we will continue to work young people to progress into careers breadth of learning pathways from which with Dudley Metropolitan Borough that span across multiple disciplines to choose and can benefit from local Council in designing and developing including sport, health, life sciences and employment opportunities. bespoke leadership and management professional services. programmes in the upskilling and We will maintain our commitment to our We will complete a feasibility study development of their workforce. public services offer, acknowledging the into a start-up and enterprise forecast expansion in the Criminal Justice We will look to extend our offer of short incubation unit to provide learners System which will create new employment updating programmes for adults in from across all curriculum areas with the prospects in a variety of roles. the hair and beauty and hospitality opportunity to develop entrepreneurial sectors linked to emerging practices and skills and contacts required to facilitate areas of skills shortage. start-up opportunities. Working with local, regional and national We will introduce new pathways to employers, we aim to further increase our hospitality and catering provision our level 3 Apprenticeship intake in including front of house and gastronomy the areas of learning and development, in collaboration with a local higher mentoring and coaching, teaching assistant, education institute. accounting, customer services, business We will continue to expand the range of administration, human resources and sports available to young people through team leading. Team Dudley, giving more learners the opportunity to develop their sporting We will continue to support organisations talent and compete regionally adapting to the age of digital technologies. and nationally. Our next phase of development will be to enhance our provision by introducing We will work closely with organisers new Apprenticeship programmes, for the Commonwealth Games to equip learners with the necessary in Birmingham to identify opportunities skills to be effective leaders for our sport and tourism learners and managers in a world of to gain experience as part of this technological change. unique opportunity. We will work closely with small local World skills competitions will provide employers to promote and extend our hair and beauty and hospitality and opportunities for full-time learners catering learners the opportunity to to move into Apprenticeship demonstrate their technical skills and programmes linked to hospitality, compete at a regional and national level. tourism, sport and leisure careers.

For more information log on to www.dudleycol.ac.uk 48 6i. Worldwide provision - Dudley College Worldwide

Context Where are we now? What we will do The UK’s withdrawal from the European In the last four years we have worked As part of a wider strategy of reprioritising Union is likely to change our relationships in almost every continent, and in 2017- high-value, full-cost international projects, with a number of key markets. However, 18 academic year alone, we had 46 staff we will launch our motor vehicle there are many opportunities for the developing international projects across 15 programme in Nigeria, offering training UK’s education sector, as a global drive countries. Much of our focus has been on to unemployed young people. towards knowledge-based economies the development of in-country work in the brings together skills in both technical and Middle East, North Africa and India. We will strengthen the Dudley Worldwide academic education. The UK can therefore brand by developing our activity in China, leverage its position as a provider of In India through partnerships with UK-India Africa and South-East Asia, in line with the world-class education and training to Education and Research Initiative (UKIERI) wider priorities of the Department for share its knowledge and expertise with we have helped to develop leadership skills International Trade. partner countries. This is particularly within India’s further education sector. Through the UK-India Education exciting given social and technological Delivering an ongoing leadership and and Research Initiative (UKIERI), we changes. For instance, the World Economic management programme to college deans will conclude our leadership and Forum estimates that the fourth industrial and principals from across the management training while exploring revolution will require the upskilling of 54% sub-continent, we have inspired and new opportunities such as a cross- of all employees worldwide by 2022. facilitated measurable change in over 450 colleges to date, with 97% of delegates India teacher training programme. The UK is seen as a source of achieving the CMI Level 5 Diploma/ As an international college, we will build internationally recognised training, with the Certificate in Management and Leadership. our capacity in collecting data in how Department of International Trade working we support global priorities such as the closely with key markets such as China, From 2017 we delivered capacity building sustainable development goals. India, the Middle East and North Africa, services in Saudi Arabia, with a team from We will continue to grow the number Latin America and Association of Southeast the college supporting colleagues in of international learners studying Asian Nations (ASEAN). Meanwhile, there Hafr Al Batin College of Technology for full-time programmes in the college, is growing interest from African markets, Girls. However, in February 2019 we made working in line with the Industrial particularly Nigeria, South Africa and Kenya. the strategic decision to stop working in Strategy’s focus on developing a highly- While the UK’s relationship with Europe Saudi Arabia for the immediate future due skilled global workforce and reducing our will change, there remains significant to ongoing difficulties in receiving payments financial reliance on in-country delivery. opportunities to partner with providers from the Saudi government. from across the continent, with the Following this, we turned our attention to In relation to our summer schools we Department of International Trade having new markets and have most recently been aim to expand delivery so that training ambitions to increase the UK’s education supporting the building of an orphanage in can be provided throughout the year and exports to £35 billion by 2030. Owerri, Nigeria by providing construction in line with key vacation times in partner countries. To achieve this, we are working While these opportunities often training to 100 young people. with partner schools in Morocco, necessitate travelling overseas, there Throughout the lifetime of the last plan we India, Slovakia and Turkey to provide remains a healthy market for learner have offered a range of summer schools in training in both English and bespoke recruitment. The UK is the world’s second the UK including hosting a group of SEND curriculum areas. We will align this with most popular study destination, with learners from Turkey. Most significantly we our developing work in China, particularly 458,520 learners studying in the UK in have offered high quality English language around motor vehicle, social care and 2017-18. 38% of these come from five provision which has been accredited by building information modelling. countries (China, India, US, Hong Kong and the British Council. We have also launched Malaysia), with a further 30% coming from a bespoke motor vehicle programme Having identified a global need to improve European countries. for Chinese learners as part of ongoing special needs education, we will continue developments in the country. to work with Dudley Aspire to share good practice with international And through the EU’s Erasmus initiative, partners and host learners with we have been working with a network learning difficulties as part of the of dance schools from the UK, Greece, Erasmus+ initiative. Portugal, Cyprus and Sweden to share good practice in dance training skills and also develop techniques of engaging under- represented groups in dance education. 49

Conscious of the need for the UK to re-establish international relationships post-Brexit, we will work with our European partners to explore opportunities to evolve our links with the continent. We will build on established links with the Department for International Trade to promote transnational education and engage with the department's ‘Education is GREAT’ brand to promote the breadth and diversity of our offer.

We will work locally to explore international opportunities arising from the region hosting the 2022 Commonwealth Games and Coventry’s status as 2021’s UK City of Culture.

It is vital that Dudley Worldwide supports colleagues from the wider college to the wider college strategy to grow provide opportunities for staff and learners the skills of local residents. To prepare to develop their skills overseas, particularly home learners for life and work in a in supporting the college’s ambition to global economy, we will work to provide become a centre of excellence for the opportunities for staff and learners digital and creative sector. to travel overseas as part of their We will further strengthen our working studies. We will also work with our relationship with the Dudley priority sectors to provide international Academies Trust and beyond to form continuing professional development subject tutor links, raise aspirations in opportunities for college staff to enhance young people and support them with their skills and knowledge around transition to A level programmes through a the refreshed curriculum outlined in range of engagement activities, aligning with this strategy. the Department for International Trade’s The opportunities provided by the strategy of encouraging international creation of the Black Country and Marches opportunities for UK schools and giving a Institute of Technology for cross-working will global perspective to our local provision. establish the college as an international partner of choice in engineering and building technologies. We will also work towards sharing good practice with international practitioners to bolster the work of the Black Country and Marches Institute of Technology and related developments.

Where and when appropriate, we will use our international partnerships to also support the development of an autonomous vehicles hub planned for Dudley and the Advance Technical Engineering and Construction Centre in Waltham Forest. Where the college is delivering short professional programmes in specialist technologies, we will seek to leverage these innovations by offering them to international and multinational employers working in the West Midlands and London.

To reduce the expense associated with international delivery, and to support the wider college’s move towards a more blended approach to teaching and learning, we will explore models of online and remote delivery. We will work with 50

Section 7 Our enabling support services

7a. Careers, learner services, marketing and public affairs 7b. Information technology and management information services

For more information log on to www.dudleycol.ac.uk 7 51 Our enabling support services

7a. Careers, learner services, marketing and public affairs

Where we are now? The college is a partner in both Black Country Colleges and the Further Over the lifetime of the last strategic Education Skills and Productivity Group, plan the enabling functions of marketing, which is made of 21 colleges across the information advice and guidance, careers, West Midlands who collaborate on all public affairs and learner services have key matters, including marketing and taken on a higher profile within the college public affairs. The college has collectively following the publication of a number of supported the Further Education and Skills key government reviews including: The Productivity Group on initiatives such as Post-18 Education Review; known as the the Association of Colleges led “Love our Augar Review (May 2019) as well as the Colleges “activity which has sought to Post 16 Skills Plan; incorporating the promote the role of the Further Education Careers Strategy and Gatsby benchmarks. sector and gain wider recognition for the contribution further education makes to The Augar Review looked at joining up a generating regional prosperity. post-18 education system including both higher education and further education. The college is a Matrix approved provider Published in May 2019, the report for information, advice and guidance contained 53 recommendations on the and is working with the West Midlands future structure of the sector and funding Careers Hub as part of the Careers and proposals. The proposals are expected to Enterprise Company to embed the Gatsby cost an additional £0.3-0.6 billion in annual careers benchmarks into its day-to-day cost plus a one-off £1.0 billion on capital operations. With the intake of learners for further education. from Birmingham Metropolitan College we have expanded our information advice In addition, in September 2019 the and guidance provision further to meet the government under, Prime Minister Boris needs of learners in two more sites across Johnson, made a number of commitments Brierley Hill. to the further education sector including an additional £400 million funding for The college’s marketing function continues further education. to deliver a full marketing-mix of activity to all key customer groups, with the growing These factors have combined to make prominence of certain sectors such as customer centred support services pivotal adult learning activity, funded by the West to the future success of the college as the Midlands Combined Authority. high expectations of learners continues to drive customer choice in their selection of training provision.

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What we will do The college will continue to invest in its support service functions to ensure excellent customer experience. It will continue to achieve the Matrix kite mark and the national Careers Education, Information, Advice and Guidance (CEIAG) standard as a sign of its Information, Advice and Guidance service working towards achieving all of the Gatsby careers benchmarks.

As part of an evolving careers strategy we will engage with enterprise champions and develop a seamless approach that includes Information, Advice and Guidance within the schools of Dudley Academies Trust, so that learners can make informed careers choices before moving to further education.

The college will invest in its digital resources and platforms to provide end-to-end online transactions for suitable customer services, such as enrolment for full-cost provision.

We will develop engaging social media content and continue to invest 7b. Information technology and greater proportion of its marketing budget into online activity including social management information services media, so messaging can be bespoke to learner interest. In relation to the public perception of the Where we are now? further education sector we will play an active role in sector wide campaigns Over the course of the last three strategic and support collaborative place-based plans we have invested in the development approaches to marketing the sector and of several new buildings across the Dudley the course portfolio. Learning Quarter, and have equipped those buildings with the latest subject specific In the lifetime of the next plan we will technological resources. This has helped develop a marketing proposition for to provide a top class learning experience the Black Country and Marches Institute of using industry standard technology Technology so that it can achieve targets and equipment, such as the immersive thereby contributing to the wider technology suite in Advance II where economic prosperity of the region. learners can use both augmented and virtual reality technologies. We will support Dudley Metropolitan Borough Council’s Future Vision In addition to the new developments, 2020 and look to enhance the educational we also continued to invest in annually offering in the borough – raising attainment refreshing and updating our information We have recently invested in the in the schools it sponsors as part of Dudley technology resources to ensure the latest implementation of Microsoft Office 365 Academies Trust. suite of software, desktop and laptop across the college, and going forward we computers, SMART technology devices, will make use of the suite of productivity We will continue to grow learner phones, tablets, televisions and audio visual applications available through this numbers contributing to the financial devices were available for use by learners technology. Similarly, we have continued stability of the college and expanding and staff, including enhancements to our to develop management information tools, provision to meet employer and iPoint learner information technology such as our business planning and financial learner demand. centres. For example, during the last budget management tools. However, recent strategic plan, over £600,000 was invested investment into Microsoft Power BI will into The Broadway iPoint and library enable us to make further technological facilities to make it more accessible and advancements in management information technologically relevant for learners, which and business intelligence to support has seen a significant uplift in its use. decision making.

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What we will do We will continue to develop and expand the use of Office 365 to ensure it meets To connect our staff with information the future needs of teaching and learning, and support insight-driven decision including evaluation and upgrading of the making and effective operational activity current Virtual Learning Environment, we will produce a central, college- business support and wider college wide business intelligence tool, with operations, migrate the on premises real-time data available on demand on all college file server (g-drive) to Microsoft college devices - accessible via an App. SharePoint and configure Microsoft Business intelligence will be standardised SharePoint to automate and improve and consistent, quality assured data and college processes, for example the duty reviewed to an agreed timetable. manager log and safeguarding database.

Critical to the design will be the We will review audio visual organisation, structure, categorisation and requirements across the Dudley permission groups. Information will be informal conversations to build networks, Learning Quarter and replace and upgrade built from the most granular data enabling improve communication and increase the where appropriate including classrooms, strategic and operational decisions to be pace of work. conference rooms and main hall. To made based on both highly aggregated and enhance the learning experience and detailed information. Across the college we will complete broaden curriculum delivery options migration from Windows 7 to we will use Microsoft Stream as The strategic business intelligence tool(s) Windows 10. the college’s main video portal for will be the first port of call for information uploading curriculum and wider needs, and will replace an array of We will ensure all information college media. existing tools (Prosolution SSRS reports, technology hardware and software college tools, data integrity, performance at Art and Design Centre in Brierley Hill Where appropriate we will ensure all data, income model and funding reports, is upgraded and aligned to the rest of learner web applications are enabled dashboards, manually produced MI, the Dudley Learning Quarter, including for single-sign-on for seamless access automated emails). It will be part of supporting all information technology whilst in and out of the college to an integrated family of strategic requirements in implementing a new digital enable a more efficient and effective applications based mainly on the media suite. learning experience, including enabling Office365 platform. learners to log on to the Mac computers We will oversee a replacement using their college information Our strategic business intelligence and upgrade cycle of all information technology credentials. tools will be recognised as sector leading technology software and hardware and we will be proud to showcase to in Advance I. The introduction of Microsoft Teams external stakeholders. will enhance collaborative learning, We will implement the information working together and communication for We will rationalise our enrolment technology infrastructure, hardware staff and learners. process to improve the learner and software in the Black Country and experience during enrolment and at Marches Institute of Technology. We will support all associated the same time improve the quality of information technology requirements enrolment data. Central to this will be an To improve the speed, reliability and on other areas of this strategic plan enhanced online pre-registration process security of the college data network we and we will continue to maintain our and a digitally signed learning agreement. will commence planning to re-scale, current replacement lifecycle of hardware, We will reduce the burden on business optimise and enhance its security. currently at 600 devices per year. support staff by getting it right first time, eliminating the need for document To enable normal information technology We will investigate the use of technology management by using the latest technology. services to resume in case of catastrophic and different methods of communication, information technology failure at The to provide new methods of sharing We will develop and fully integrate Broadway and other Dudley Learning Quarter information with our student’s home so our software packages to improve the sites, we will commence planning to that parents and carers are kept informed flow of data between systems. We will utilise the Black Country and Marches of all aspects of a young person’s progress. add value by improving workflow, data Institute of Technology as a disaster security and reduce process duplication by recovery site for all college information re-platforming our custom built software technology infrastructure. using the latest integrated development environment tools to connect to We will complete the work to enforce proprietary software. compulsory encryption for all staff devices and portable storage (we currently The college will transition to using encrypt laptops and enforce laptop users modern collaboration tools to reduce to encrypt their portable storage devices). the reliance on emails, share and develop Through regular training we will improve work, and meet and communicate with staff and learners’ awareness and each other. Instant Messaging (IM) and understanding and minimise the risks, of team groups will be the go-to tool for cybersecurity issues.

For more information log on to www.dudleycol.ac.uk 54

Section 8 Our human resource strategy

For more information log on to www.dudleycol.ac.uk 8 55 Our human resource strategy

Where are we now? What we will do Over the last two strategic plans we have Over the duration of this strategic established and implemented a consistent plan we will continue with these approach to developing our people. We policies which have proved to be have a clear policy structure in place with highly effective. key policies to cover flexible working, performance management, family friendly, Succession planning for the Corporation, recruitment and selection, professional senior and middle management posts development and pay. These policies have will continue and we will ensure served us well. Governors, senior and middle managers are provided with structured opportunities to further develop their skills. We will continue to deliver our successful aspiring manager programme for tier four managers to ensure we have a ready-made stock of future managers. We will also focus succession plans in priority areas such as engineering and advanced manufacturing.

In association with our teaching and learning strategy, our staff development programmes will continue to focus on teacher education and development and learning technologies, supported by our outstanding practitioner team. Developments to our teaching and learning observation system will ensure teachers remain equipped with the strategies required to ensure outstanding teaching and learning and the highest outcomes for our learners.

We will continue to have a programme of dedicated recruitment activity for specific shortage Our commitment to provide a breadth of areas and will develop new terms and staff development opportunities will be conditions of employment for large employer Apprenticeship delivery reinforced by a £1 million investment in programmes ensuring that we have an staff training during the lifetime of this plan. agile workforce who can respond to We will continue to ensure we meet equal unanticipated changes in demand. pay standards and will carefully monitor Our commitment to be a ‘Living and work to reduce any gender pay gap. Wage’ employer will continue and we will maintain our policy to make, as a The successful delivery of the 2016-19 minimum, pay awards in line with the strategic plan is largely due to the hard Association of College’s national work and dedication of the staff at the recommendation, ensuring that we college. The plan was wide-ranging and continue to value the hard work and ambitious, and presented a significant contribution that all staff made to the challenge for all of those involved in its success of our learners. delivery. The college is mindful that in 8 For more information log on to www.dudleycol.ac.uk 56

developing the 2020–23 strategic plan electronic communication out of staff wellbeing and proactively support care must be taken with the work-life working hours, but will not make this a staff mental health. The college has balance and health and well-being hard and fast rule. At weekends, the college signed up to the Association of Colleges of our employees. will reconfigure its email services Mental Health and Well-being so that emails written at weekends are Charter and will establish a Mental The college recognises that risks to an not delivered to colleagues until the next Health and Well-being working party appropriate work life balance might arise working day. The intention is to reduce who will develop a well-being and mental for three broad reasons: that staff become the risk of individuals feeling the need to health policy and action plan to ensure a over-invested in the work of the college; respond to electronic communication consistent and positive approach to that the college’s ambition and drive is over weekends. staff well-being. excessive; and that the college’s culture and working practices are inadvertently The college will encourage staff not During the lifetime of this plan we will unconducive to a healthy work-life balance. to engage in routine electronic review our arrangements for recognising During the life of this strategic plan the communication during their annual outstanding work through motivational college will respond to these risks in leave periods. For those in key leadership pay points that are equitable between numerous ways. and management positions, the college will curriculum and business support roles. develop arrangements so their email is As part of our commitment, the The college will continue to promote managed by a colleague whilst they are on college will sign up to the Workplace high levels of professional investment annual leave. When matters do arise which Well-being Charter and create an in college affairs by all employees. require attention during a leave period, annual staff health and well-being day. Affiliation and teamwork have been key the college will communicate with the Mental health, stress and resilience training drivers to the college’s success. However, colleague concerned by phone or text. will also be provided to all managers to through ongoing professional development, We will explore revised ‘first assist them in the pivotal role they play in particularly with the leadership and day back’ arrangements for staff promoting a well-being culture. management group, the college will ensure returning from leave. staff are aware and mindful of situations Building on our existing High Expectations in which colleagues may become The college will develop new policies High Achievements (HEHA) accreditation over-invested. To support this the college and procedures to articulate these process, we will develop a new process for will continue to promote openness and changes in our approach to work evaluating the performance of our business transparency, in a no blame culture, to life balance. In particular, we will continue support services to drive up the quality of ensure staff feel confident in raising issues to support our approach to flexible customer service and ensure best practice at an early stage if difficulties occur. working times for staff in line with our is shared across the college. business need, so that we provide a first – We will continue to be ambitious for class service to all learners throughout our our learners and for the college’s own operating hours. strategic future. This is demonstrated in our commitment to key strategic projects, When staff support is critical for out of such as the development of the Black core hours activities, such as weekend Country & Marches Institute of Technology and open days and evenings, alongside our our ongoing sponsorship and support for existing time management practices, the Dudley Academies Trust. However, with we will ensure that there is always a the careful support of the Corporation, breakfast or afternoon tea available college leaders will ensure our portfolio for colleagues supporting these events. of strategic projects is manageable. This may lead to a closer examination of Our broad framework of flexible human potential new projects. If new projects resource management, with policies such as do not clearly demonstrate a significant offsite working, have proved successful and strategic benefit for the college and its are well liked by staff. We will continue learners, or if the context of delivering with this framework. To augment this these projects might place too great a approach, alongside access to support strain on our capacity, we will not proceed services such as counselling, mental health with the project. Over the life of this first aiders and well-being champions, strategic plan this may lead to a decrease over the life of the strategic plan we will in activities such as low value international strengthen well-being opportunities projects, in favour of a continued for staff. These will include greater and renewed focus on core access, on a voluntary no-cost basis, to college operations. activities such as health and fitness classes, mindfulness coaching and yoga. We will The college does not wish to restrict also look to improve our current benefits the flexible working practices which staff offer to provide all staff with access to enjoy. The college recognises, however, that an employer assistance programme and out of hours working practices can greater health, care and well-being benefits unintentionally become the norm, for themselves and their families. particularly around the use of email and other electronic communication. The We recognise that we have a responsibility college will encourage staff not to use to create an environment that promotes

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Section 9 Our financial strategy

For more information log on to www.dudleycol.ac.uk 9 59 Our financial strategy

Where we are now? We recognise that investment in our management and on early intervention estate is only one part of a holistic strategy support mechanisms. We endorse these Despite significant falls in the funding to the to improve our financial strength. We plans to help the sector through the further education sector and the college’s continue to review the curriculum offering, current challenging financial period. Over investment over £60m in facilities and particularly with regard to delivering higher the course of the last strategic plan the resources, during the life of the last two level professional and technical provision college developed robust short and strategic plans, the college’s financial health, that meets the needs of the local economy. long-term cash flow forecasting as defined by ESFA is forecast to move from We also pay careful attention to cost models, which we will continue to use to ‘satisfactory’, to ‘good’ and then 'outstanding'. control through improved efficiency and report on our forecast cash requirement The Dudley Learning Quarter development effective delivery of courses, in addition to and bank facility headroom. started in 2011. It has been financed in managing overheads through cost effective part from grants and bank borrowings, but central support teams and value for money By 2023 we will have profitably grown income to in excess of £56 million. A the majority of the funding has come from procurement activities. We continue to range of actions will ensure that we meet cash generated by the college from its own also explore alternative or complementary this profitable income growth target. These operating activities. The development has income streams to reduce the reliance will arise from consolidation of existing been undertaken during a time of uncertainty on traditional central government practices and maximising opportunities in the further education sector, which has funding contracts. that currently remain in early stages of increasingly resulted in funding and cost development, including the Black Country pressures across the sector. However, the What we will do and Marches Institute of Technology and college has navigated its way through this our Advance Technical Engineering and period with a good degree of financial In ensuring our on-going financial health Construction Centre in Waltham Forest and stability. Given the size and scale of this we will focus on three key strategies: the transfer of Birmingham Metropolitan transformational investment, and in order to maximising our income, consolidating our College’s provision in Stourbridge to take full advantage of future developments, liquidity and rigorous financial control. the college. such as the Black Country and Marches Institute of Technology and our Advance Technical Through continuous development of our Engineering and Construction Centre in Waltham Maximising our income curriculum and teaching, including delivery of the new T Level programmes, we will Forest it is essential that the college maintains It is essential that we maintain, and consolidate the substantial growth achieved a strong financial position and has access further improve, the college’s over recent years. The number of full- to finance facilities, so that we can continue financial position in the coming years time 16-18 year old learners will grow to invest in the future in order that we can so that we can continue to invest in the further to over 5,200 per annum by effectively fulfil our mission. future of the college and effectively the end of this plan. deliver our mission. The college is now realising the We will continue to develop our benefit of recent investments. Strong We will measure the college’s financial Apprenticeship provision and marketing operating performances have resulted strength through the industry standard approach in response to national from increasing learner and apprentice Education & Skills Funding Agency (ESFA) reforms. Specifically we will deliver participation levels and learners who financial health assessment criteria, which are attending the college from a wider more advanced and higher level currently measure a college’s operating Apprenticeships in order to maximise geographic area, attracted by the availability performance, level of borrowing and opportunities arising, with particular focus of a broad range of high quality, highly the level of liquidity/cash. Under these on the development of more employer technical provision that is meeting the measures, a college’s financial strength led programmes to be delivered through region’s skills gaps, delivered in top class improves when its operating performance the Black Country and Marches Institute of facilities. So, although our bank borrowings and liquidity/cash balance increases and Technology, to meet local, regional and have increased and cash balances have its borrowing reduces. We will have a national skills gaps. reduced due to our investments since ‘good’ or better grading under the 2011, the college generates significant levels ESFA financial health assessment and We have increased investment in of cash from the strong annual operating improve our financial strength throughout our business development team performances, which cover the college’s the lifetime of this plan delivering an and services over recent years, and will ongoing financial obligations and provides EBITDA in excess of 9% by the end of continue to invest in creating additional the ability for us to continue to invest in the plan. The ESFA will shortly place more employer facing roles, directly linked strategic opportunities. emphasis on cash flow forecasting and to the development of the Black Country 9 For more information log on to www.dudleycol.ac.uk 60

and Marches Institute of Technology to driverless vehicle test track and hub at We will consider options to utilise ensure employer demand is understood University Park Dudley. cash balances in the most beneficial and met. Investment in resources way when available, such as continuing for Apprenticeships, including the Outside of the Black Country and Marches to invest in college resources, repay administrative infrastructure required Institute of Technology and our involvement borrowings more quickly or explore in the University Park Dudley developments, in order to meet the increasing level of new opportunities to diversify the college’s we are not planning any large scale capital complexity in Apprenticeship delivery and portfolio, as appropriate. funding rules, will be a priority throughout projects during the course of this plan, this strategic plan period. however we will continue the development of college sites including the Dudley Learning Rigorous financial control In addition to the introduction of new Quarter and Brierley Hill and Waltham We will continue to maintain robust T Level programmes from September Forest centres through appropriate financial controls to ensure college 2020, our curriculum development capital projects, such as investing in costs are managed and value for money is activities will continue to focus on a new digital media suite at the Art achieved across the college’s operations. modern construction methodologies and Design Centre in Brierley Hill, to This will be achieved through a number of and advanced engineering, but also enhance our estate, widen and deepen financial control measures. include the development and marketing our range and depth of provision and to of new medical engineering and life help grow learner participation levels. We We will work with external and science programmes and digital media will also extend the college iPoints to the internal auditors to scrutinise our programmes. We will also increase our Art and Design Centre in Brierley Hill, and financial arrangements. Regular and focus and range of higher education undertake a root and branch review of our robust financial reviews will be undertaken programmes in collaboration with enrolment process to make it more effective by the Audit Committee and the Finance local partners, principally through the and efficient and improve the experience and General Purposes Committee, which development of the Black Country and for learners. has recently been re-introduced to Marches Institute of Technology. further enhance the level of governance In order to extend our range and depth Consolidating our liquidity and scrutiny applied to college resources, of services and products, we will consider and Corporation. The college’s financial opportunities for the acquisition or In 2015 we moved the college’s banking regulation procedures, including value for transfer of the business and assets arrangements and re-financed our facilities money procurement activities, will continue of training providers where there is a with Santander. Throughout that time, the to be rigorously enforced and updated on a strategic fit, and act on these opportunities bank has, and continue to, provide the regular basis. as appropriate. We will also continue to seek long term, flexible and secure financial opportunities to complement and diversify partnership that the college requires We will continuously review costs, our provision and reduce our reliance on to enable us to deliver our mission. To challenging existing processes and investing traditional core further education funding maximise the college’s liquidity during a time in information technology to improve where appropriate. of continuing investment in the college’s operational efficiencies. We will provide future, we will undertake a range of actions. management and budget holders with We will maximise the take up of loans enhanced on-line reporting tools available to learners aged 19 years and We will maintain the banking through Power BI, combined with above undertaking level 2 and 3 programmes. arrangements recently put in place with Santander and make loan more financial training, to further improve We will continue to leverage our investment repayments as scheduled. financial awareness and control. We will also in Dudley College Worldwide, by focusing continuously review operational delivery on larger projects only, to seek more, We will continue to work in partnership models, including staff and accommodation higher profit, full cost programmes overseas. with the West Midlands Combined utilisation to manage class sizes, maintain Authority, Black Country Local Enterprise payroll costs below 65% of income and In developing our human resources, we will Partnership and other bodies to raise classroom utilisation above 40% (in increase the funds available to recruit capital for future projects and, where excess of sector norms). more, higher professional and technical appropriate, request grants to meet roles, to align with curriculum priorities and capital requirements up-front to help the To ensure operational value for money learner and employer needs, and ensure we college cash flow. we will continue to utilise college staff to appropriately service the needs identified provide shared back office services to through our work with the Black Country and We will ensure borrowings are no Dudley Academies Trust and as it develops Marches Institute of Technology. more than 35% of income and continue we will also provide a full service to the to maximise cash generated from operating Black Country and Marches Institute of We will work with local partners including activities through maximising income and Technology to enable the operation of the Dudley Metropolitan Borough Council, West managing costs. Midlands Combined Authority, the Black campus at the University Park Dudley and Country Local Enterprise Partnership, as Through the preparation of regular short all associated services to run and govern well as with the Department for Education and long term cash flow forecasts, we the Black Country and Marches Institute of (DfE) and in collaboration with all the Black will continue to manage college cash flows Technology. We will continue to apply and Country and Marches Institute of Technology during lower income months and capital enforce rigorous procurement practices partners to develop innovation, for projects. We will also monitor treasury and explore e-commerce developments and example a transport technologies hub, and debt arrangements to utilise interest other opportunities to minimise the cost of health and life sciences centre and hedging opportunities as appropriate. college operations.

For more information log on to www.dudleycol.ac.uk 61 2019/20 Financial strategy on a page

• Continued investment in to new What is the financial information technology software and What are the high strategy this year? hardware through lease purchase level risks? • Growth in income, principally from options to ensure the latest technologies • Delivery of growth (principally the transfer of BMet provision at are available to learners and staff. Apprenticeships, full cost income and Stourbridge, full year delivery at Waltham Waltham Forest). Forest and a full-year of full-cost What are the • Funding gap in the Black Country and contracts which started in 2019. enabling factors? Marches Institute of Technology costs and/ • Maintaining investment into staff through or unrecovered spend in this project. • New bank facility agreement completed pay awards and pay progression. in 2019 enabling ongoing access to What mitigations are • Investment into the Dudley Learning appropriate working capital and estate Quarter, including the purchase of the financing facilities through rolling credit available for us? new Art and Design Centre at Brierley Hill, and term loan facilities provided by • Reducing capital expenditure. to accommodate learners transferring Santander. Also access to and utilisation • Limiting on-going investment into staff from Birmingham Metropolitan College of capital funds in relation to the through increased control of pay awards and optimise their learning experience, Black Country and Marches Institute of and progression. but a reduction in other capital Technology project. • Not releasing new posts and non-pay expenditure following completion of cost allocations until growth confirmed. Advance II and the CAT Centre projects in • Review of staff structures and previous year ahead of the Black Country redundancy exercise. and Marches Institute of Technology project. • Continue to seek additional grant opportunities to support the Black Country and Marches Institute of Technology development. Outcomes at year-end: Cash days: Cash balance: +£2.9 million (2018/19: +£2.2 million)

Income: +22(2018/19: +20) EBITDA as a % of income: £51.08 million 7.70% (2018/19: £43.60 million) (2018/19: 7.28%)

EBITDA: Borrowing: Borrowing ratio as a % of income: £3.94 £18.23 million million 35.69% (2018/19: £3.18 million) (2018/19: £16.85 million) (2018/19: 38.61%)

Current ratio: ESFA financial (2018/19: 1.09) health grade: Good 1.47 (2018/19: Satisfactory) 62 2020/21 Financial strategy on a page

What is the financial What are the What mitigations are strategy this year? enabling factors? available for us? • Consolidation of Birmingham • Ongoing access to appropriate • Reducing capital expenditure. Metropolitan College provision working capital facilities through rolling • Limiting on-going investment into staff post transfer. credit facilities provided by Santander and through increased control of pay awards • Modest income growth, principally to capital funding to complete the build and progression. arising from investment in phase of the Black Country and Marches • Not releasing new posts and non-pay Waltham Forest. Institute of Technology project. cost allocations until growth confirmed. • Investment into a new £1.2m digital • Review of staff structures and media suite supported by T Level capital What are the high redundancy exercise. funding, with modest other capital level risks? • Continue to seek additional expenditure ahead of the • Delivery of continued growth grant opportunities to support the Black Country and Marches Institute of in Apprenticeships. Black Country and Marches Institute of Technology opening. • Funding gap in the Black Country and Technology development. Marches Institute of Technology costs and/ or unrecovered spend in the project. • Unfunded Teacher’s Pension Scheme increases.

Outcomes at year-end: Cash days: Cash balance: +£3.8 million (2019/20: +£2.9 million)

Income: +28(2019/20: +22) EBITDA as a % of income: £54.06 million 9.71% (2019/20: £51.08 million) (2019/20: 7.70%)

EBITDA: Borrowing: Borrowing ratio as a % of income: £5.25 £16.32 million million 30.20% (2019/20: £3.94 million) (2019/20: £18.23 million) (2019/20: 35.69%)

Current ratio: ESFA financial (2019/20: 1.47) health grade: Good 1.67 (2019/20: Good) 63 2021/22 Financial strategy on a page

What is the financial What are the What mitigations are strategy this year? enabling factors? available for us? • Consolidation of existing provision • Ongoing access to appropriate working • Reducing capital expenditure. and facilities resulting in modest capital facilities through rolling credit • Limiting on-going investment into staff income growth. facilities provided by Santander. through increased control of pay awards • First learners to start at the Black and progression. Country and Marches Institute of What are the high • Not releasing new posts and non- Technology. As the financial impact of the pay cost allocations until growth new build is projected to be neutral in level risks? confirmed, particularly with regards to year 1, the figures below exclude any • Delivery of continued growth in new provision at the Black Country and income or costs from this project. Apprenticeships. Marches Institute of Technology. • Investment and upfront costs in • Review of staff structures and attracting the first learners in to the redundancy exercise. Black Country and Marches Institute of • Continue to seek additional grant Technology are higher than expected or opportunities and employer the number of learners starting is lower partnerships to support the than expected. Black Country and Marches Institute of • Unfunded Teacher’s Pension Technology development. Scheme increases.

Outcomes at year-end: Cash days: Cash balance: +£4.2 million (2020/21: +£3.8 million)

Income: +31(2020/21: +28) EBITDA as a % of income: £55.54 million 9.80% (2020/21: £54.06 million) (2020/21: 9.71%)

EBITDA: Borrowing: Borrowing ratio as a % of income: £5.44 £14.42 million million 25.97% (2020/21: £5.25 million) (2020/21: £16.32 million) (2020/21: 30.20%)

Current ratio: ESFA financial Outstanding (2020/21: 1.67) health grade: 1.72 (2020/21: Good) The 2020-21 and 2021-22 figures include an additional £188 of funding per 16-18-year-old full-time learner as recently announced by the Government, which in both years increases income by £0.9m and EBITDA by £0.75m. 64

Section 10 Our estates strategy

For more information log on to10 www.dudleycol.ac.uk 65 Our estates strategy

Where are we now? What we will do Over the life of our two previous strategic The college will successfully develop and plans the college has invested some launch the Black Country and Marches £60 million in the development of Institute of Technology one of the first the Dudley Learning Quarter, creating tranche of Institutes of Technology, having inspirational, highly technical facilities in received approval of its proposal from the Dudley. In Brierley Hill we have invested Department for Education in the summer in and expanded specialist construction of 2019. Following the success of Advance facilities at the Construction Apprenticeship I and Advance II, the Black Country and Training Centre and have recently acquired Marches Institute of Technology will provide the Art & Design Centre following the the progression route for learners into higher technical skills and training. transfer of Birmingham Metropolitan College’s provision in Stourbridge to The Black Country and Marches Institute the college. In Waltham Forest we of Technology will provide a facility of have recently opened Advance Technical 4,750m2 centred around delivery of Engineering and Construction Centre in a higher skills in manufacturing and leased building. engineering, modern construction methodologies, and bio-medical The college currently now occupies 59,384 engineering. It will also provide facilities 2 m of space with utilisation at 40.4%, which for local and regional employers to is well above sector norms. Running costs undertake product development and 2 have fallen from £73.10 per m in 2014/15 prototyping testing. This will give a to £63.76 per m2 in 2017/18. A recent crucial link for learners to gain industry condition and suitability survey identifies experience, as well as give smaller the vast majority of the college’s estate companies access to additional support as ‘good’. Our substantial investment and and the innovation that new highly skilled effective estates strategy has created prospective employees can bring. dedicated campuses to provide learners, the local and regional communities and The development site for the Black Country employers with the very best facilities to and Marches Institute of Technology at inspire learning and improve skills. University Park Dudley site is close enough to the Dudley Learning Quarter to make it However, there are opportunities to efficient to operate. We will commence develop our estate further to provide construction at the end of 2019 and open even better facilities and resources for for operation at the beginning of the the delivery of our priority provision. The 2021/22 academic year. Broadway Campus and the Wolverhampton The college has lead on the development Street Motor Vehicle Centre have some areas of a £25 million bid for funding from that are rated as ‘satisfactory’ for their the Towns Fund. The bid proposes the condition and suitability. This needs to development of two new buildings be addressed. The recent acquisition of providing additional learning facilities development of The Art & Design Centre in for higher skills in medical sciences and Brierley Hill, the development of the Black transport technologies, adjacent to the Country and Marches Institute of Technology at Black Country and Marches Institute University Park Dudley and potential further of Technology and the Very Light Rail developments supported by the Stronger Innovation Centre, which is being Towns funds provide an opportunity to developed in partnership between the continue the development of our estate Warwick Manufacturing Group and Dudley through the life of this strategic plan. Metropolitan Borough Council. 10 For more information log on to www.dudleycol.ac.uk 66

We will work tirelessly to secure this We forecast significant growth in apprentice We will develop a brand and nomenclature funding and develop these new facilities, numbers at the Construction Apprenticeship for our learning facilities in Brierley Hill – alongside our university partners, to Training Centre over the life of this plan. We The Brierley Hill Learning Quarter. support the on-going transformation recognise there is a need to review the of Dudley. current facilities, and improve and expand The college acquired number where possible. We will consider leasing 12 The Broadway in 2017. We will use this The college has also led a consortium of adjacent units to support the growth building to expand our Aspire facilities partners in the development of a proposal of apprentices in construction. for learners with learning difficulties to provide a driverless vehicle scheme and disabilities. linking new developments of University We have been selected as a provider of Park Dudley and the Castle Hill attractions. T Levels in digital technologies and have We will work with external partners We will work to secure funds to support successfully secured £650k capital from to explore the creation of halls of this exciting initiative which will provide the DfE. We will use this funding as the residence to accommodate higher learning and Apprenticeship opportunities start of on-going investment into The Art level learners. in new transport technologies for and Design Centre at Brierley Hill, with the D and E blocks are two semi-detached our learners. aim of creating a regional centre of buildings at the rear of The Broadway excellence in digital technologies. Our Construction Apprenticeship Training campus. They were designed and built Centre in Brierley Hill is currently secured Across all of our estate we will review for engineering ad sports provision on a 10-year lease with a 5-year break. security arrangements during the life of respectively in the 1950’s and as such are We will consider carefully the option to this plan, increasing investment in security no longer best fit for purpose. Planning purchase this facility possibly at the 5 year technologies if needed to keep all learners permission to demolish them for additional break date when rents are due to increase. safe and secure. parking provision has been secured.

For more information log on to www.dudleycol.ac.uk 67

We will progress with the removal of of the new T level provision in our three these buildings during this strategic pilot curriculum areas. plan period. We will enhance hygiene facilities and Following the withdrawal of provision by update toilet blocks throughout the Birmingham Metropolitan College from Broadway site. Stourbridge town, there is pressure from the community and civic leaders for a Recognising our responsibilities towards continued presence for adult education to reducing global warming we will maintain serve the town centre and its immediate our commitment to ISO 14001 and surrounding communities. We will work renew our focus on environmentally with partners including Halesowen and sustainable operations. In doing so King Edward VI Colleges and Old Swinford we will further develop integrated Hospital School to develop an adult information technology and learning centre in Stourbridge. estates operations. During the life of this plan we will In all areas of our operations we will complete a feasibility study focusing pursue environmentally friendly practices on options to increase learner social increasing our sustainability and greening spaces and support services such as catering. our practice. For instance, we will increase the number of electric car charging points We will strengthen our investment in our to meet increased demand and stimulate Broadway site to reflect the requirements that demand.

For more information log on to www.dudleycol.ac.uk 68

Section 11 Managing our risks

For more information log on to11 www.dudleycol.ac.uk 69 Managing our risks

Identifying and overcoming the key challenges to the delivery of this plan. In developing this strategic plan, we have identified those high level risks which may potentially impede the college in achieving the outcomes detailed in this plan. The twelve high level risks and our proposed mitigation strategies are as follows.

Weak finances and liquidity position The combination of the increasing Failure to maintain the necessary 1from failure to achieve income targets 2 3 complexity in Apprenticeship delivery leadership and management skills and and control costs, compounded by and funding rules, along with the capacity to optimise performance uncertainties in public funding. high financial dependency placed on and outcomes in a larger distributed Apprenticeships given they form a business model with geographically significant proportion of the college’s remote campuses. Historically we have a high degree of overall income, could lead to financial budgeting and forecasting accuracy from loss and reputational damage caused careful management of our finances and by non-compliance and divert Succession planning is in place to ensure frequent monitoring of our cash flow. We leadership time away from delivering that governance and executive leadership will continue to undertake regular robust this plan. and management are highly effective. We financial reviews and take any appropriate will ensure our successful regional Dudley mitigating actions to limit the college’s operating model is replicated across all financial and liquidity risks throughout the College senior leaders, through the campuses with senior leaders highly visible course of this plan. Apprenticeship Executive Team, have the and fully engaged in strategic and operating responsibility for overseeing all aspects of decisions in all locations. Whilst we have no direct control over the Apprenticeship programme delivery Government funding allocations, we will and compliance to ensure Apprenticeships continue to promote the value of funding are at the heart of decision making. further and higher skills development both Compliance is reported through internal locally and nationally through our extensive and external auditing of programmes networks and the Association of Colleges, and procedures to management, audit Love Our Colleges campaign. We will committee and the Corporation. ensure we maintain the very strong track record of revising our plans and managing our finances in line with any changes in public funding.

We will continue to work progressively with our bank, Santander, to ensure we have cash headroom in facilities to deliver this plan. 11 For more information log on to www.dudleycol.ac.uk 70

4Failure to recruit sufficient high 6Reliance on large full-cost contracts 8A failure to secure successful calibre industry standard staff in the increasingly commercial collaboration with local and regional to deliver higher technical and further education environment could colleges and training providers professional learning. lead to financial loss in the event of could result in excessive and termination of key contracts. unhealthy competition between providers with some or all We will continue with arrangements experiencing additional costs and to attract and recruit industry specialists The college has revised its business financial loss. to deliver on key technical and professional development and client management programmes, through enhanced conditions infrastructures to maximise initial tender of service. This will include a programme opportunities and thereafter, ensure client We are a member of the West Midlands of dedicated recruitment activity targeted requirements are met and managed to a Further Education and Skills Productivity at specific shortage areas such as high standard. Throughout this plan we will Group, which is a formal partnership of advanced engineering, modern construction continue to invest in employer engagement 21 colleges within the West Midlands. The methodologies and science, particularly activities and supplement employer and Further Education and Skills Productivity at higher skills levels. We will also client management structures to allow us Group provides a route for a single develop partnerships with employers for to tailor services to clients as required. conversation between the West Midlands the co-delivery of highly specialised We will also enhance our upfront financial Combined Authority and the further technical programmes. approval procedures and increase the education sector and gives the ability level of financial scrutiny applied to this to develop and deliver a single strategic work through monthly monitoring and half approach to the whole of the skills agenda termly reviews. through a shared investment plan. The Further Education and Skills Productivity Group has to date worked very effectively together.

The college also works closely with our near neighbours through the Black Failure to realise the full potential Country Colleges Group, which has helped 5 increase the level of communication and of the Black Country and Marches Institute of Technology strategic discussion between colleges. (IoT) could limit the ability of These relationships provided the the college to deliver higher 7Introduction of T Levels could cause foundation for collaboration between technical programmes to meet instability and uncertainty amongst Dudley and Halesowen colleges in the region’s skills gaps, thereby learners and employers. optimising and protecting provision for negatively impacting ongoing learners, and retaining staff and the best employer relationships and the teaching facilities following the withdrawal The college is in the first wave of college’s finances. of Birmingham Metropolitan College’s T Level delivery from September 2020. This provision from Dudley borough. includes delivering the industry placements programme, which is increasing the training The college has a very strong track record for learners ‘on-the-job’ with employers in of delivering big capital projects over recent the workplace. years, with high levels of employer input and engagement. The Black Country and Marches We are working transparently with the Institute of Technology project build is funded ESFA to set realistic goals for recruitment and on target to be delivered on plan and to the first T Levels. We have been on time. The Institute of Technology Board is proactively engaging with the Gatsby in place and work is progressing well with Groups around the implementation of employers to assess programme and course T Levels, as well as engaging with all requirements to meet skills gaps. The college national advisory network groups to has high numbers of learners currently on ensure all our staff have an up to date programmes that can progress onto higher knowledge of T Levels and delivery. level programmes delivered through the Black Country and Marches Institute of Technology to Internally we have a T Level implementation help meet learner number targets. group consisting of members from curriculum, marketing, management information systems, employer engagement and initial advice and guidance.

For more information log on to www.dudleycol.ac.uk 71

9Failure to meet the expectation 11Risk of reputational damage and and skills requirements of the West financial loss if the transfer of Midlands Combined Authority Birmingham Metropolitan College results in a reduction in future provision, and accompanying staff, adult funding. learners and facilities, are not properly managed and integrated into the college. We have forged strong links and built good working relationships with key staff at the West Midlands Combined A significant amount of planning went into Authority since its inception, which has the transfer to help minimise the impacts helped us to understand and deliver yet maximise the benefits for learners and West Midlands Combined Authority's staff. We have invested in facilities to help requirements. We will continue to foster enhance the learner experience and we these relationships over the course of will continue to invest in-line with this plan, this plan and tailor our adult offering to such as the £1.2m media suite planned deliver more level 3+ programmes in at the Art & Design Centre at Brierley Hill. West Midlands Combined Authority's Learners and staff have been fully inducted transformational sectors. into the college and will continue to be supported through the transitionary period and beyond, to ensure, together, we all achieve the college’s mission.

10Inability to maintain a safe and secure environment for learners and staff could lead to reputational damage for the college, a reduction in learner participation levels and an associated financial loss. 12Loss of Ofsted ‘Outstanding’ status negatively impacts on the college’s market position. The safety of college learners and staff is paramount. Our disciplinary procedures are robust and deal with We are working with other high matters as appropriate. performing colleges to share best practice in preparation for the new education The college has strong links with the inspection framework. This will include Student’s Union, local police and local members of our management team organisations, who all work together to completing an on-site walk through, help provide a safe environment for which will be reciprocated by our college our learners. partners in Dudley.

In 2019, we, along with all colleges in We are also developing internal Further Education and Skills Productivity management triangles to support Group, launched the Safer Students curriculum managers in building confidence Charter to tackle knife crime. The Charter to talk about the intent, implementation will provide safe environments for learners and impact in their areas. This will include and ensures that the threat of crime routinely talking to learners and staff about is responded to robustly and without the learning journey. exception by colleges and partner agencies, including West Midlands Police. We remain highly confident with the quality of our provision and teaching and learning sits at the heart of this strategic plan.

For more information log on to www.dudleycol.ac.uk 72

Section 12 Our impact

For more information log on to12 www.dudleycol.ac.uk 73 Our impact

For each year of this strategic plan the college will publish an Annual Strategic Impact Assessment.

The Annual Strategic Impact Assessment This report is made publicly available to is a high-level analytical document which all stakeholders via our website. Alongside reviews the college’s progress in delivering this we will continue to update our our mission and vision. It explicitly assesses performance dashboard on our website the impact the college has made on its which provides in-year updates on our learners and the wider economy. performance in many of the impact measures listed above. Published in December each year, the report provides a detailed analysis of the impact we have had on each of the key client groups we serve. Highlighting data on key impacts, including:

- Participation rates - Impact on diversity & inclusion - Outcomes for learners - Stakeholder satisfaction - Distance travelled by learners - Learner destinations - Impact on regional skills and economy.

12 For more information log on to www.dudleycol.ac.uk 74 By 2023 we expect our headline strategic impacts to include:

Destinations Annually 96% of our completing learners will move into positive destinations of further training or employment.

Participation By 2023 the college will be proud to support: • 5,200 16-18 full-time learners • 4,000 apprentices • 5,000 adults • 800 higher skills learners. Inclusion We will have an inclusion provision that supports under-represented groups to engage in education. Over the life of the plan we will support: • 10,500 learners from black, Asian and minority ethnic groups; • 3,500 adults will gain at least a level 2 qualification, who did not have a qualification at this level; • 300 of our national collaborative outreach programme (NCOP) learners will progress to university; • 3,500 learners not in education, employment or training (NEET) will return to education, employment or training.

West Midlands Combined Authority Regional Priority Sectors Over the life of this plan we will have supported more learners to progress into priority sectors: • 3,500 learners moving into construction; • 2,000 learners moving into digital industries; • 4,000 learners moving into advanced manufacturing.

For more information log on to www.dudleycol.ac.uk 75

Financial health We will be a financially healthy college, measured by our performance in 2023: • EBITDA 9% • Cash days 31 • Borrowing 25.9% or lower.

Adding value Our learners will achieve grades at or above the expected level, for each year of this plan: • ALPS valued added grade of ‘Good’ or better.

Sustainability We will have reduced our impact on the environment, measured by a reduction in the carbon footprint per learner of 10% over the life of this plan.

Science, Technology, Engineering & Mathematics (STEM) Programmes We will have supported more learners to undertake STEM programmes over the life of this plan: • 12,000 full-time and Apprenticeship learners will study STEM programmes; • 4,000 STEM learners will be women.

For more information log on to www.dudleycol.ac.uk To find out more

The college operates a policy of openness and transparency in all of its activities.

Further information about the college is freely available from the following sources:

• Information on governance can be found on our website at www.dudleycol.ac.uk/governance

• Information on a wide variety of live performance indicators and our Annual Strategic Impact Assessment Report can be found on the Dudley Dashboard. This includes the latest data on learner success, destinations and performance. It contains a range of information relating to the diversity of our learners and staff, our financial performance and latest inspection reports. Visit www.dudleycol.ac.uk/dashboard

• The college’s published annual report and consolidated financial statements can be found at www.dudleycol.ac.uk/Aboutus/CollegeAccounts

• To contact a member of our senior management team, their contact details can be found at www.dudleycollege.ac.uk/AboutUs/SeniorManagementTeam

• The college’s Freedom of Information Officer is Andrew Comyn, Vice Principal Finance.

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