Mission

Vision

Our mission is your future success

Core ValuesOur core values are that:

We focus on learners

We strive for high performance

We value and invest in all people

We seek continuous improvement

We are aspirational, we listen and collaborate

We develop strong and effective partnerships

To be recognised as an excellent college bylearners, staff, business and communities

Objective 2019/2020 Why How Measured When

1.1Revise the recruitment, admissions andenrolment processes to ensure thecollege enrols its target number oflearners.

To ensure high qualityexperience for all applicants

To secure college funding

Number of enrolments

Number of applications

Sept - Nov 2019

Monthly review from Jan2020 onwards

1.2Assess and improve the information,advice and guidance given to new andprogressing learners

To ensure that learners areable to make an informed andconfident choice using labourmarket data

Learner survey results

Website analysis

November 2019

Monthly review from Jan2020 onwards

1.3Evaluate the skills levels of all learnersbefore enrolment

Right learner, right level, rightcourse

Entry criteria

Initial assessment results

September 2019

1.4

Ensure progression routes are clear forall learners.

To ensure that there areprogression routes from allprogrammes to eitheremployment, apprenticeshipor further or higher studies

Curriculum plan

Analysis of progression data

Impact of employmentbureau

March 2020

to provide learners with the mosteffective information, advice andguidance which leads tosuccessful recruitment and thenprogression to employment orhigher studies.

Aim 1

to provide learners with acurriculum that is relevant andresponsive to their needs andwhich develops their futureaspirations.

Aim 2

Objective 2019/2020 Why How Measured When

2.1

Review and plan the curriculum for DfESfunded and Higher Education courses.

To ensure that the planmeets:

- Welsh GovernmentPriorities

- Regional skills plan

- LMI data

- Local intelligence

- Available funding

Review plan againstenrolment

Provisional plan December2019.

Final plan April 2020

2.2Ensure literacy, numeracy, digital literacy& employability skills are planned withinTeaching, Learning and Assessmentplans.

To meet Welsh GovernmentPriorities

To develop skills foremployment

Audit of TL&A plan November 2019

2.3

Plan opportunities for all full timelearners to complete enterprise,entrepreneurship activities and workrelated activities.

Right learner, right level, rightcourse

Audit of course plans

Impact of employmentbureau

November 2019

February 2020

May 2020

to deliver excellent teaching,learning and support whichchallenges all learners to achievetheir maximum potential.

Aim 3

Objective 2019/2020 Why How Measured When

3.1

Develop an approach to observe andmonitor the progress in learning ofemployability skills through

• Internal and external competitions

• Work experience

• Employability activities

• Tutorials

To develop learner skills

To meet Welsh Governmentpriorities and the RegionalSkills Plan

Learning observations

Competition results

November 2019

February 2020

May 2020

3.2

Implement a range of action researchprojects in relation to teaching, learningand support developing innovation andcollaboration amongst staff teams.

To ensure that reflectivepractice is a core standard forteachers

To increase staff self-efficacy

Learning observations

Project evaluations

December 2019

April 2020

3.3

Implement a coherent programme ofacademic support opportunities for alllearners

To provide effective supportarrangements for learners

Learning observations

Learner feedback

November 2019

February 2020

May 2020

Objective2019/2020

Why How Measured When

4.1

Monitor and review the progressmade by each school andfunctional area against their QIAP.

To ensure quality improvement isrigorous and robustTo ensure the performance againsttargets are being measured.To ensure quality improvement plansare being updated, to reflect in-yearperformance, with additional actionsincluded as appropriate.

School QIAPs at quality boards.The updated functional areaQIAP’s will be communicated tothe appropriate member ofStrategic Leadership Team

September 2019February 2020March 2020May 2020

4.2

Ensure strategies for improvingattendance and punctuality areapplied consistently across thecollege.

To ensure the college continues to striveto achieve a minimum attendance rateof 90%.To improve success rates

Register checksRegister checks and learner focusgroups

Weekly from September 2019.Cross college line of enquiryduring quality weeks:October 2019January 2020March 2020

4.3

Ensure the areas of focus duringquality weeks are pertinent toeach school and functional area.

To ensure each school and functionalarea takes an active role in their self-assessment.The in-year self-assessment will beresponsive to prevailing conditions andevidence based.To ensure support and interventionstrategies target the areas of most need.

From the findings of:Learning observationsLearner walksLearner focus groupsStaff focus groupsData and process monitoringBest practice observations

During quality weeks:October 2019January 2020March 2020

4.4

Continue to improve learneroutcomes**for discussion and assumingwe achieve our 18/19 targets,which are: Completion rate 94%Attainment rate 96%Main qualification success 87%All qualification success 89%GCSE +2%ESW +2%

To achieved continuous improvementand high performance.

Analysis of data dashboards byStrategic Leadership Team atquality boards.Analysis of data dashboards bycurriculum areas

September 2019February 2020March 2020May 2020

Half termly

to inspire a culture whichencourages continuousquality improvement.Aim 4

Objective 2019/2020 Why How Measured When

5.1

Cultivate an environment where theWelsh language is used in formal,informal and social contexts

To mainstream the languagein the collegeTo encourage, support andincrease the use of Welshacross the college by learnersand staff.

Annual report on Welsh StrategicDevelopment Plan 2018-23Action Plan

June 2020

5.2

Monitor and review the objectives andaction plan of the Welsh StrategicDevelopment Plan 2018-2023

To achieve the three key aimsof the Welsh StrategicDevelopment Plan 2018-2023(Curriculum, Resources,Informal Use of Welsh)

Termly Progress Reports for theWelsh Language Strategic GroupAnnual report on Welsh StrategicDevelopment Plan 2018-23Action Plan

Termly (ProgressReports) December2019March 2020May 2020

5.3

Collaborate with Coleg CymraegCenedlaethol to support and realise theobjectives outlined in the college’s FE andApprenticeship Action Plan

To make a key strategic andoperational contribution to theWelsh Government’sCymraeg target (One millionWelsh speakers by 2050)To align college strategicdevelopments for the WelshLanguage with those of ColegCymraeg Cenedlaethol

Termly Progress Reports for theWelsh Language Strategic GroupAnnual report on Welsh StrategicDevelopment Plan 2018-23Action Plan

June 2020

5.4

Monitor and embed the Welsh LanguageStandards detailed in the ComplianceNotice issued by the Welsh languageCommissioner across college servicesand operations.

To ensure the statutoryrequirements are meetThe college must provide anannual report to the WelshLanguage Commissioner oncompliance with the imposedstandards.

Annual Welsh LanguageStandards Compliance Report tothe Welsh LanguageCommissioner

December 2019

plan and support the developmentof Welsh language/bilingualservices and curriculum provisionacross the college.

Aim 5

Objective 2019/2020 Why How Measured When

6.1

Provide clarity about the future directionof the college, through publishing thestrategic objectives, monitoring progressand providing regular updates.

To ensure that the collegestays on track to achieve thestrategic aims

To keep everyone informed ofprogress and challenges

Evidence of publication

Progress reports to beevaluated by StrategicLeadership Team, CollegeManagement Team andCorporation Board committees& circulated to all staff viaStaff Life

Publish aims and objectivesfor year 1 in August 2019

Monitor and record progressevery half term

Publish objectives for year 2in June 2020

6.2

Ensure that the range and mix ofgovernors enhance, assist and supportthe development of the college

To encourage challenge,advice and the sharing ofexpertise

To promote greaterinvolvement of governors inthe strategic direction of thecollege

Skills surveys of governors

Measuring and acknowledgingparticipation

When vacancies arise orskills gaps are identified

6.3

Encourage participation in planning forimprovement through regular consultationwith learners, staff and otherstakeholders.

To be recognised as anorganisation that listens andacts on the views of othersTo jointly develop effectiveways of working with staff toensure that developments takeaccount of their views andexperiencesTo seek staff and learnerviews on the provision withinthe curriculum and businesssupport areas to ascertainhow it might change anddevelopTo develop annual objectivesfor 2020/21 with the learners,staff and governors.

Outcomes of surveys, focusgroups and other consultationevents to be captured.Appropriate action plans to bedeveloped and delivered, withregular progress measuredand reported.

Throughout the academicyear

to develop a governance andleadership approach which providesan ethos of ongoing challenge andguidance, which develops trust,transparency and respect.

Aim 6

Objective 2019/2020 Why How Measured When

6.4

Develop capabilities of teaching andbusiness support staff to support thefuture direction of the college.

To support effective staffdevelopment and be recognised asan organisation that invests in staffTo develop service excellenceacross all business support areasof the collegeTo develop excellent outcomesacross all curriculum areasTo ensure that the changing needsof learners and / or the curriculumare identified and met

Impact to be measuredagainst qualityimprovement action plansin each area.

Initial CPD plans to bepublished in term one of the2019/20 academic year.Review plan and ifappropriate amend at thebeginning of terms two andthree.

6.5

Ensure that performance is monitored torecognise effective performance andprovide support where performanceneeds to improve.

To ensure that all staff participatein an effective performancedevelopment review (PDR)To provide staff with opportunitiesto grow and develop in their work– focussing on service excellenceTo provide staff with clarity aboutexpectations with regard toperformanceTo bring those areas that need toimprove the most into sharperfocusTo recognise those areas wherestaff performance is excellentTo ensure that CPD is stretchingand varied according toperformance

HR to monitor complianceand ensure that CPD istargeted. Cross –cuttingthemes will be identifiedmatching the outputs of6.4 with individualdevelopment plans.Service outcomes will bescrutinised to evaluate theimpact of these activities

PDRs to be completed withinthe agreed 3-month window(dates will vary across thecollege).

to develop a governance andleadership approach which providesan ethos of ongoing challenge andguidance, which develops trust,transparency and respect.

Aim 6

Objective 2019/2020 Why How Measured When

7.1

Expand our employer support provision toprovide a recruitment solution thatsupports part time, full time andapprenticeship employmentopportunities.

To increase employer supportactivities

To meet employer needs anddemands

To raise the profile and imageof the college

To support learnerprogression opportunities

To increase ESF/commercialand apprenticeshipopportunities

Annual Employment BureauReport

Faculty Management Meetings

Increased opportunities forlearners to engage in workplacement, PT and FT /Apprenticeship employment

June 2020

Termly update on progress

7.2

In conjunction with Local Authoritiesestablish a strategic partnership groupconsisting of key external agencies,stakeholders and partners.

To challenge BIS in strategicdirection and performance

To raise awareness of needsand regional demands

To influence the college offerand priorities

To listen to employers andunderstand their decisionsand direction

Termly Strategic Meetings Termly update on progress

to be recognised as an excellentcollege for collaboration andpartnership working. Meeting local,regional, national and internationalneeds and priorities.

Aim 7

to be recognised as an excellentcollege for collaboration andpartnership working. Meeting local,regional, national and internationalneeds and priorities.

Aim 7

Objective 2019/2020 Why How Measured When

7.3

Capture and evaluate the views of ouremployers, stakeholders and partners,ensuring that we are meeting needs andexpectations.

To measure the externalperception of the collegeTo monitor the collegeperformanceTo listen and respond toemployers needs To support decision makingand strategic direction

Employer Surveys Survey 1 - November 2019

7.4

Develop a strategy for international workthat supports the College and providesopportunities for staff and learners.

To capture new incomeopportunities To maximise current ESFfundingTo be recognised as anInternational provider To provide excellent training inspecialist areas To enhance learnerexperiences

International Strategy October 2019

7.5

Participate in local, regional and nationalinitiatives / groups to ensure the collegegathers appropriate LMI and is seen as aneconomic contributor. To includerepresentation at: CBI, Treforest Growth,CBF, Valleys Task Force, RSP, NTFW andlocal network groups.

To understand and respond toregional prioritiesTo understand and influencepolitical direction To be aware of inwardinvestments, growth andcontraction within the regionTo gather information aboutthe funding landscape

Attendance at networkmeetings5 new contacts andpartnerships

Termly update on progress

to deploy all of the resources ofthe college, in a considered,responsible and sustainablemanner in support of themission, vision and core values.

Aim 8

Objective 2019/2020 Why How Measured When

8.1

A continual and consistent commitment tocost management is evidenced in order toensure value for money and to safeguardthe financial health of the college.

To ensure financial probityTo effectively manage cashflowTo ensure future capitalcommitments are delivered

Papers evidencing plannedsurplus for:Operational Management TeamStrategic Leadership TeamCollege Management TeamGovernors

To be monitored termlyalongside monthly,quarterly and annualfinancial statements.

8.2

Alongside cost management to continueto grow and develop alternative incomestreams (not core FE funding) wherepossible. WBL to maintain contract levelas a minimum and a commercial target of£1.2m.

To reduce the risk of overreliance on FE recurrentfundingTo respond to the needs ofbusiness To ensure that the surplustarget is metTo meet local, regional andnational priorities

Papers evidencing in keyactivities and income for:Operational Management TeamStrategic Leadership TeamCollege Management TeamGovernors

To be monitored termlyalongside monthly,quarterly and annualfinancial statements.

8.3

Ensure that all investments in capital,equipment, and staffing are planned,monitored and evaluated usingappropriate data and responsibly supportthe strategic plan. The details of thiscommitment should be articulated tocollege management, governors andexternal bodies.

To ensure that investments aremade which are learnerfocussedTo ensure that the businessplanning process is robustand leads to effectiveinvestment in staff, resourcesand equipmentTo ensure financial probity

Business planning processdelivery of strategic aims andwithin budgetary limits.Learner survey responsesAudit reports receiving assuranceratings

To be monitored termlyalongside monthly,quarterly and annualfinancial statementsalongside the businessplanning processes.

8.4

Ensure that the audit needs of the collegeare planned, managed and reported in atimely fashion to the college managementand governors and that all relatedcompliance responsibilities are met.

To comply with legalresponsibilitiesTo ensure that the FinancialRegulations are adhered to

Assurance ratings for all auditreports

In accordance with thedeadlines within theannual audit plans forinternal and external audit