Strategic Plan 2017 - 2020 CONTENTS SECTION 1: OUR MISSION AND CORE VALUES 3 SECTION 2: 2.1 THE COLLEGE’S MISSION AND CORE VALUES 7 2.2 THE COLLEGE’S STRATEGIC AIMS AND OBJECTIVES 8 SECTION 3: 3.1 THE NATIONAL ECONOMY 10 3.2 THE REGIONAL ECONOMY 11 3.3 SECTOR ANALYSIS 16 3.4 EDUCATIONAL ATTAINMENT 18 SECTION 4: 4.1 THE COLLEGE’S ESTATE 20 4.2 THE STRATEGY 21 4.3 SPECIALISATION 22 4.4 THE COLLEGE’S STUDENT POPULATION 23 SECTION 5: 5.1 INTRODUCTION 27 5.2 APPRENTICESHIPS 28 5.3 HIGHER EDUCATION 30 5.4 THE PROFESSIONAL INSTITUTE 32 5.5 16-19 CURRICULUM OFFER 33 SECTION 6: 6.1 STRATEGIC AIM 1 34 6.2 STRATEGIC AIM 2 36 6.3 STRATEGIC AIM 3 37 6.4 STRATEGIC AIM 4 38 6.5 STRATEGIC AIM 5 39 6.6 STRATEGIC AIM 6 40 SECTION 7: 7.1 IDENTIFICATION OF RISK 41 7.2 THE COLLEGE RISK DARTBOARD 42 7.3 THE IMPACT 43 7.4 MANAGEMENT OF RISKS 43 7.5 COPING WITH RISK 44 Section 1: Executive Summary 3 OUR MISSION AND CORE VALUES INTRODUCTION South Essex College is the largest provider of technical and vocational education and training for 16-18 year olds, adults and Apprenticeship provision within Greater Essex. This document outlines our Partnership strategic direction and ambitions To forge strong relationships that enable from 2017-2020 and follows us to continually improve our training and on from our previous Strategic education provision, and create opportunities Plan which ended in 2016. that benefit all of the communities we serve. We want all of our students to achieve above and beyond their expectations Respect and experience motivational learning An inclusive environment built on which will shape and change their mutual respect, positive experiences lives, making us the first choice and the celebration of talented organisation in the region. We believe and diverse communities. our programmes will contribute significantly to personal development and provide our students with Outstanding relevant employability skills, alongside Through innovation and inclusivity, gaining relevant professional and in all aspects, be it, provision, support, approach and behaviour. technical skills. We believe this will enhance their opportunities and contribute to the regional economy. United Our core values encapsulate In what we do, why we do it and how we achieve it. the ambitions of the College as a first choice provider. We are committed to working closely Determined and productively with all our partners To provide stronger foundations for so that together we can achieve the education and training, with better ambitions for a workforce that is prospects leading into long-term education, employment or enterprise. skilled for success in South Essex. OUR CONTEXT South Essex is a vibrant, exciting, ambitious region which embraces change and has 4 the ability to attract new industry and investment. Its main aspirations are to tackle worklessness, create new jobs, create new business and provide a highly skilled workforce in order to attract new business for the area. There has never been a greater need for skilled professionals in our region and South Essex College plans to be a key provider of skills development across the South East Region at all levels. The College’s focus on teaching The Local Enterprise Partnership (SELEP) has skills for work and upskilling those developed a Skills Strategy which clearly in the workplace puts us in an ideal puts skills development, particularly at position to meet the demands of the higher levels, at the forefront of its plans. labour market. We will equip our The key focus of the Skills Strategy includes: students with skills to ensure there are 1. Improve the talent pool in support of sustainable economic improvements priority sectors, particularly higher level locally, regionally and nationally. skills The latest Skills Strategy from Central 2. Increase participation of young people Government has been produced in in work, education and training, with a response to the Sainsbury Report. A focus on supporting priority sectors and group of individuals chaired by Lord skills gaps Sainsbury made recommendations to 3. Improve the basic skills levels and change our skills system by 2020 through employability of our residents to boost the introduction of 10 Technical Routes productivity and employment. for 16-18 year olds. In addition, the Apprenticeship Reforms Bill, which includes This document will set out the the introduction of an Employer Levy, ambitions of South Essex College in alongside the development of employer addressing this agenda set by SELEP led standards and end point assessment and then locally via the Employment are being implemented. In the middle of and Skills Board for Greater Essex. all of these reforms the UK has voted to leave the European Union, resulting in a new Government with changed priorities which are mainly focused on BREXIT. 5 The College is located within the Unitary The College works closely with employers to Authorities of Thurrock and Southend and ensure that our curriculum is relevant and the Local Authority (Essex County Council) fit for purpose. Our aim is to provide young in Basildon. The College aims to meet people and adults with the professional the aspirations and ambitions of each of and technical skills they require to meet the the Unitary and Local Authority Partners skills need of local and regional employers, by contributing to their regeneration so that they can gain quality employment plans, through our building developments and in turn improve our local and regional alongside our plans for improving the skills economy. This plan sets out a clear strategy base of our communities. Meeting the skills to further develop our relationship with needs of employers, increasing the skills employers. One of the biggest changes in of our students to enable people to start the next year will be the implementation new businesses alongside encouraging of the Apprenticeship reforms. The College progression to higher level skills at has a clear plan to work with employers University, at the College or through an to deliver the growth in Apprenticeships Apprenticeship, is critical to the College. to better meet employer need. Supporting our local people, our locality Some young people in the Eastern and the region will need to continue despite region experience exclusion and do significant reductions in Government not engage in education or training funding for both young people and post 16. Working with these young adults. The College will continue to offer people and turning young lives around high quality education and training to by engaging those who feel excluded support our economy even within difficult or who have been unsuccessful in the financial constraints. We will ensure that past is a high priority for the College. every aspect of our College provides value for money, including exploring The College is an integral part of each of new ways of working. The College will its local communities. We want to engage maintain its well earned reputation for effectively with our local community to openness, honesty and integrity and ensure that we are meeting their needs being responsive to our communities. and reflecting their aspirations for their local college. We will continue to develop our partnerships with a wide range of local groups and agencies, in order to inform our curriculum offer and to encourage them to make use of our excellent resources. Section 2: The College’s Mission, Core Values, Strategic Aims And Objectives 7 2.1 THE COLLEGE’S MISSION AND CORE VALUES Your life, our college, your future Our core values are: Partnership To forge strong relationships that enable us to continually improve our training and education provision, and create opportunities that benefit all of the communities we serve. Respect An inclusive environment built on mutual respect, positive experiences and the celebration of talented and diverse communities. Outstanding Through innovation and inclusivity, in all aspects, be it, provision, support, approach and behaviour. United In what we do, why we do it and how we achieve it. Determined To provide stronger foundations for education and training, with better prospects leading into long-term education, employment or enterprise. 8 2.2 THE COLLEGE’S STRATEGIC AIMS AND OBJECTIVES STRATEGIC AIM 1 STRATEGIC AIM 2 STRATEGIC AIM 3 Deliver high Develop and grow a Attract, develop and quality, inclusive sustainable, viable, maintain a highly teaching, learning innovative and skilled, innovative and assessment responsive College flexible workforce Strategic Objectives: Strategic Objectives: Strategic Objectives: We will: We will: We will: 1.1 Support the delivery 2.1 Improve financial 3.1 Work in partnership of high quality, innovative stability of the College with our staff to provide and inspiring Teaching by achieving a minimum a supportive environment and Learning which is 3% surplus by 2020. in which they can flourish celebrated and promoted. and take pride. 2.2 Develop our Higher 1.2 Deliver effective Education provision 3.2 Make use of digital study programmes for 16-18 through continuous technologies to establish year old learners including improvement of the student integrated systems to English and Maths, academic experience reduce workload, and Personal Development and student outcomes support curriculum delivery. and Employability Skills. 2.3 Continually review 3.3 Improve the 1.3 Continually improve College Services to produce professional practice of our student performance. ongoing efficiency savings staff through structured while improving standards. professional development. 1.4 Raise the aspirations and ambitions of all our students. 1.5 Provide bespoke, effective and timely support for all our students. 9 STRATEGIC AIM 4 STRATEGIC AIM 5 STRATEGIC AIM 6 Respect, Promote and Develop our work To provide high Celebrate Diversity with stakeholders quality, fit for purpose, to improve the accommodation economic prosperity and resources of the South East Strategic Objectives: Strategic Objectives: Strategic Objectives: We will: We will: We will: 4.1 Actively challenge 5.1 Continue to maintain 6.1 Develop our Estate, discrimination to foster a and develop partnerships to provide modern, culture of social cohesion.