Strategic Plan 2015-2018 Introduction

Welcome to our strategic plan for 2015 – 2018. As a college set up to provide local opportunities, which historically did not exist in our region, and specifically to be a part of the developing University of the Highlands and Islands, we are proud of our unique nature. Because of our history we are very much a ‘tertiary’ college covering both traditional college and university levels and blending them into our centres of population. It is a challenge to provide such a diverse range of learning opportunities across the large landmass that is our region but one which we have continued to rise to. Our strategy encompasses our ambition not only to support the learning opportunities of individuals but to be a key economic growth factor for the region. We recognise that we can and do play an important part in addressing the inequalities inherent in rural locations. Across the many locations we deliver the only option available previously was to move out of the area completely. Now individuals have choice and we are seeking to link those more closely with economic opportunities. We provide a local solution to national challenges such as ‘Developing the Young Workforce’ (DYW) Scottish Government initiative by linking in with schools and employers. As well as our key local focus we are part of wider sectors in both the college and university environment. We bring the advantages of our larger engagement to focus locally. Our schools provision is proportionally much larger than in many other areas of Scotland and that recognises our excellent working relationship. The option and choice, particularly in skills development, we bring to young students is another area where we act on rural inequality. For our full time students such new courses as ‘Maritime Skills’ and ‘Primary Teaching’ bring specific opportunities locally to the job market. Rural depopulation is a critical factor in the economy of Argyll and the Isles and we see this as an area where we can continue to expand to offer a choice for individuals, whose only option has been to move out. As part of our location we recognise the importance of our ‘coastal communities’ and seek to develop the positive aspects of our history, culture and potential. We play a full part in our local Community Planning Partnership (CPP), which has tackling local depopulation as their key theme. Finally the strategy is a positive statement about the difference a vibrant college can make to the local economy and the life chances of individuals both locally and further afield.

Fraser Durie

Principal and Chief Executive Argyll College UHI

01 Background

There has been a full range of consultation, within the college, on this document from its mission, values and aspirations to the actual strategic aims themselves. The document was then taken to the Argyll College Board of Governors Development Day for a final revision.

Current Situation

This final draft is the outcome from the Board Development day held in October 2015 at Inveraray. It draws together a number of threads in its connection to the UHI overall strategic document which relates through the KPIs which are matched, where possible, to highlight the connectivity to the larger plan. Work was also done on the Development Day to connect the plan or at least to relate it to the work done on skills and development within the Compelling Argyll report completed by EKOS. There are a number of KPIs which need to have baseline activity this has proved more complicated for some targets. It may be that the indicator is not correct or further work is needed to define them. In the values and aspirations section, which was not part of the focus of work done in October, it was felt that there should be two important additions (highlighted in yellow). The main focus of work done in October was the strategic aims and their connectivity to the KPIs. The work on the ‘Compelling Argyll’ report was a sense check to ensure the aims were related and appropriate. This version is still in working form and will be further adapted in presentational terms.

02 College Mission, Values and Aspirations

1- Mission Statement

Argyll College UHI will provide high quality innovative education opportunities, act as an economic driver to enhance the skills and development of the local economy and develop a reputation for excellence which will encourage students to study in the communities we serve.

2- College Values

• We want to be recognised as; • Inclusive - education for all • Of our Community – be engaged and responsive • Providing individualized learning – be innovative • Student Centred – respect for the whole student (nurturing, supporting, personalisation) • A valued contributor to education and economic development in Argyll and the Isles • Good partners – to widen opportunities • An important contributor to tackling inequality in our communities. 3- We should aspire to

Curriculum Reputation Resources Industry standard courses (not Aspirational choice both locally Appropriately qualified staff in just SQA) & nationally both teaching and support areas

Specialist centres and unique Recognisable dynamic brand More responsive to local need provision (including degree) Providing appropriate innovative More teaching space Flexible Be responsive to local needs education space utilisation, maximise usage

Develop Research activity First choice provider for local Defined student space organisations and stakeholders Consistent and clear progression Student halls Sustainability in all our opera- Educational tourism tions Appropriate & up to date resources

Focused and appropriate support services

03 Argyll College UHI Strategic Objectives for 2015-2018

High-level aims

Strategic Aim 1 Strategic Aim 2

To provide excellent, innovative and inclu- To establish, maintain and enhance positive sive education. working relationships with our partners for the benefit of our community and its economy.

1.1 2.1 Increase successful completion rate for FE Enhance skills and to act as a catalyst to the and HE students development of the local economy. KPI 5 & 10 KPI 4

1.2 2.2 Provide/increase additional innovative Engage with the community and our educational opportunities subject/course partners and to be responsive to their areas related to identified areas of growth changing future needs. KPI 1 & 2 KPI 1 and 7

1.3 2.3 Increase the proportion of staff with relevant Become the first choice for FE/HE students professional qualifications through for the courses we offer. Continuous Professional Development KP 1 and 2 KPI 9 2.4 1.4 Work with employers in both public and Increase the quality of teaching and private sectors to provide flexible provision as evidenced by external audit or opportunities for our learners. review e.g. Education Scotland, SQA KPI 1 and 7 KPI 5 2.5 1.5 The College will set up a ‘Coastal Communi- Develop College as Centre of Excellence for ties Centre for Creative Enterprise’ to create HE delivery in identified priority areas a coherence for Argyll College’s curriculum e.g. archeology offer, based on location and the economy. KPI 1 KPI 12

1.6 Engage with key employers to identify to align future education and employment opportunities KPI 4 & 7

04 Strategic Aim 3

To set a clear vision and direction through leadership.

3.1 3.5 To establish and maintain sound values of Establishing and maintaining sound the college governance arrangements at Board and KPI 3 operational level KPI 11 3.2 Be a Quality led organization, building this into all 3.6 the functions of the college. Tackle inequality and lack of opportunity KPI 3 & 5 through the work of the college based on our remote and rural settings 3.3 KPI 1 Maintain financial viability and sustainability KPI 6

3.4 Develop the college infrastructure, particularly the student spaces and accommodation. KPI 3 & 6

05 Key Performance indicators (KPIs) – SUMMARY STUDENT NUMBERS BASELINE (2014/15) TARGET 2017/18 KPI 1a 100 FTE 130 FTE Total students (taught higher education) KPI 1b 42 FTE 70 FTE Total students (hosted higher education) KPI 1c 9341 WSUMS (Credits) No direct 6335 credits Total students (all further educa- conversion available. tion) KPI 2 FE (55) 29.3% 5% increase from 14/15 figure % Share of entrants -school HE (32) 9% leavers from Argyll and Arran

STUDENT/STAFF BASELINE (2014/15) TARGET 2017/18 SATISFACTION KPI 3a FE Student Satisfaction Two percentage points above Scot- Student Satisfaction Survey n/a tish average overall satisfaction FE and HE ESES 97.3% KPI 3b 84% (4.2 from 5) To be above the level of Staff Survey results Partnership in overall satisfaction

EMPLYABILITY/ BASELINE(2014/15) TARGET (2017/18) PROGRESSION KPI 4a Tbc At least achieve/maintain Destination of (full-time) leavers benchmark from higher education KPI 4b 54% further study 56% further study Destination of leavers from 29% employment 32% employment further education 83% Total 88% Total

STUDENT ATTAINMENT BASELINE (2014/15) TARGET 2017/18 KPI 5a 9.4% Below national average for the FE early withdrawals sector KPI 5b 18.3% Below national average for the FE Further withdrawals sector KPI 5c 8% Below national average for the FE Partial Success sector KPI 5d 64.3% 75% FE Student Successful Outcome %

06 RESEARCH ACTIVITY BASELINE (2014/15) TARGET 2017/18 KPI 6 n/a 0.1% of income Non-recurrent research income

BUSINESS/EMPLOYER BASELINE (2014/15) TARGET 2017/18 ENGAGEMENT KPI 7 5 8 Active strategic employer partnerships

SUSTAINABILITY BASELINE (2014/15) TARGET(2017/18) KPI 8 Break even 0.05% Annual surplus

STAFF QUALIFICATIONS BASELINE (2014/15) TARGET 2017/18 KPI 9 14% 100% (with new entrants % of full time permanent working towards this in a teaching staff with teaching reasonable timescale) qualification

WIDENING ACCESS BASELINE (2014/15) TARGET 2017/18 KPI 10 47.5% 50% Progression from further to higher education

WIDENING ACCESS BASELINE (2014/15) TARGET 2017/18 KPI 11 100% meetings 100% of all scheduled meetings Ensure full programme of Board take place and are quorate. and sub committees meetings are held

WIDENING ACCESS TARGET 2017/18 KPI 12 Completed by 2017/18 By 2017-18 the college will have set up a ‘Coastal Communities Centre for Creative Enterprise’, which will be recognised locally and nationally as providing a coherent educational response to its environment.

07 Appendix 1 EKOS strategic overview report on Compelling Argyll 2015

Introduction The Board considered which elements of the report’s thematic interventions would relate most closely with the College’s Strategic Plan. It was felt that this report was the most detailed picture of the skills requirements, based on economic development current and potential, that was available and was more area specific than the current Highlands and Islands Skills Investment Plan (SIP). The report was commissioned by the Argyll and Bute Community Planning Partnership, with a steering group was made up of representatives from the college, council, SDS and HIE. In the ‘Thematic Interventions’ section where there are brackets after an action it represents the connection to a specific college strategic aim.

Report Overview Based on the evidence base presented, there is a strong rationale for a strategic economic rebalancing of the Argyll and Bute economy based on the following approach.

• Overarching Challenge: reverse the overall decline in population while rebalancing from aging to young/working age residents by achieving positive net migration; • increase the overall employment base by addressing the over-reliance on the public sector and by rebalancing the economy towards growing the private and third sector • increase the number and ambition of the resident (indigenous and inward investing) business base by rebalancing focus on companies of scale and with growth aspirations and those capable of moving up the value chain; • improve and enhance the skills profile of by rebalancing to a higher skilled workforce able to obtain higher value employment which in turn will attract higher earnings; • increase the quality and quantity of the local education offering by rebalancing from sources outside of Argyll and Bute to those inside the region; and • increase the enterprise and entrepreneurship skills and capacity of all parts of the community (public/private) to rebalance away from reliance on others to self-reliance.

In order to meet those objectives, the report has identified a number of thematic areas where interventions should be directed in order to progress against the key objectives. It has also identified a range of potential and specific actions against each of the themes.

1.1 Thematic Interventions Based on the research we have considered a range of interventions (actions) that are best able to address each of the strategic issues identified in this report which in turn will impact upon the overarching objective. We have also included some examples of potential specific interventions (actions) which could be delivered to address the strategic objectives.

Theme 1: Further and Higher Education – Expand provision and make more relevant to meet future demand • improve and expand College estates and property (College Strategic Aim 3.4) • grow HE element and access (College Strategic Aim 1.5, 2.3) • provide additional student housing (n/a) • review/develop opportunities for new courses in tourism/ food/ marine/ care/ primary/construction (College Strategic Aim 1.6) • review/ develop new teaching/ training options – split courses/ qualifications. (College Strategic Aim 1.1 more explicit & 2 – academic partners)

08 Theme 2: Rural Enterprise and Entrepreneurship Increase the level of enterprise/entrepreneurship skills and activity in Argyll and Bute • create centre for rural entrepreneurship (College Strategic Aim 1.5) • promote enterprise/entrepreneurship in schools/ college (College Strategic Aim 2) • provide support for community/ voluntary/ third sector (College Strategic Aim 2.2) • review opportunity for innovation centred approach/ enterprise hubs (participate only) • develop approach for linking education/ students with employers (College Strategic Aim 1.6 & 2.5 school – employer throughput)

Theme 3: Argyll and Bute Key Sectors Increase the relative employment and economic value of identified sectors • continue to develop agreed partnership approaches covering tourism; food/ drink; aquaculture; renewables; defence; care, construction; agriculture/ forestry (College Strategic Aim 1.6 & 2.5) • promote opportunities for inward investment (participate only) • key sector joint Action Plans (participate only) • develop/promote MA/VQ and career pathways approach (College Strategic Aim 1.6) • marketing and promotion of key sector strengths/ opportunities (n/a)

Theme 4: Businesses of Scale Increase the growth and levels of ambition across all Argyll and Bute • identify individuals/ micro businesses with ambition as key target group (n/a) • review/ increase level and type of support available (n/a) • use digital as a future strength including digital tourism/ health (n/a) • increase support for sustainability/ aftercare (n/a) • opportunities orf local mentoring programme (complement not duplicate existing support) (n/a)

Theme 5: Generic Skills Development Ensure effective and efficient working of local labour markets • promotion of local employment opportunities as route from education (College Strategic Aim 1.6, 2.3 & 2.5 more guidance in the promotion) • support education/ employer linkages (College Strategic Aim 1.6, 2.5) • provision of market intelligence to inform supply and demand sides (participate only) • promotion of MA as route to employment to both employers and employees (College Strategic Aim 2.4 & 2.5) • local leadership and management at small scale (participate only)

Theme 6: Public Sector Employment Support rebalancing while offering new higher level opportunities • develop public sector graduate return programme (n/a) • develop central employment clearing house for public sector employees (n/a) • seek to support (higher level/ professional) Modern Apprenticeships (College Strategic Aim 2.5, 1.6) • review opportunities for conversion/ shared professions skills programme(College Strategic Aim 1.2) • develop local procurement initiative to support local jobs (n/a)

09 Theme 7: Compelling Argyll and Bute Agree approach to marketing and selling Argyll and Bute to wider markets • develop/ agree generic regional branding messages (College Strategic Aim 2.1 & 2.4) • opportunities orf thematic messages/ branding (College Strategic Aims 2.1 & 2.4) • target specific – information sheets/ database (n/a) • spatial/ place/ infrastructure issues (n/a) • strong focus on employment and skills promotions (n/a)

Theme 8: The Hygiene Factors Ensure the basic infrastructure is in place to support the strategic rebalancing • continue to push for improved communications infrastructure (College Strategic Aim 2.2 engagement with partners re: single voice; lobbying for infrastructure) • ensure/ promote an appropriate housing mix (n/a) • investment in education as priority for Argyll and Bute Council (n/a) • continue to invest in and improve town centres (n/a) • Argyll and Bute Council as business champion – a dedicated senior officer/ politician. (n/a)

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