Strategic Framework 2013-2015 - Sheffield College Documents/Strategic... · 2013-2015 Excellence...

The SheffieldCollege

Strategic Framework2013-2015

Excellence Employability Enterprise E-Enabled Engagement

2 The Sheffield College Strategic framework 2012-15

Contents

Foreword Our Our The The Our Our Vision Values Sheffield City curriculum strategic context pathways themes

3 4 7 8 9 10 12

Strategic Framework2013-2015

3The Sheffield College Strategic framework 2012-15

Foreword

Sheffield as a city, and the wider Sheffield City Region, have far-reaching plans to respond to the economic challenges facing the area. The Sheffield College has a key role to play in meeting these challenges, by:• raisingaspirations,fosteringenterprise;• helpingpeopleimprovetheirknowledge,skills,andadaptability;• meetingthefutureskillsneedsofbusinessesandkeyemploymentandwealthcreatingsectors,

so that they can grow.

Overthelasttwoyearswehavemadebigstridesinhelpingourstudentssucceedintheirlearningandinmeetingourfinancialobjectives.Wehavecutcosts,improvedqualityandbecomemuchmore responsive.

Earlyin2012GovernorsmetwiththeDirectorstoreviewtheCollege’sstrategy.Wedecidedtochangethenatureofourstrategy.Insteadofalongandcomplexdocumentlistingdetailedactionsand their timing we have created a strategic framework .

ThepurposeoftheframeworkistoprovidetheCollege,itsstaff,andourstakeholderswithaclearsummaryof:• ourvisionandourvalues;• thelocalandregionalcontextinwhichthecollegeworks;• ourcurrentpriorities,andhowwewilljudgeprogressagainsteachofthese.

Theambitiousframeworkhasbeenstronglyshapedbyconsultationwithourstakeholders,students,andstaff.Itisflexible,sothatwecanseizeopportunitiesastheyarise,andadaptswiftlytofuturechanges,includingthelargecutsinpublicspendingthatarecoming.

TheframeworkisorganisedunderthethemesExcellence,Employability,Enterprise,andbeingE-enabled.ThethemeswillallbeunderpinnedbyacorethemeofEngagement.Thisreflectsourfirmcommitmenttomakeamajorlongtermcontributiontothesocialandeconomicoutlookofthecity,theregion,andthecommunitiesweserve.

Whetheryouareastudent,amemberofstaff,abusinessperson,acitizen,orastakeholder,wecommendittoyou.

David Waxman Heather MacDonald Chair of the Corporation Chief Executive

1 DetailedobjectivesandactionsarecontainedinoneyearOperationalPlansandassociatedEnablingStrategies.Thesearetheresponsibilityofindividualseniormanagers.

Heather MacDonald Chief Executive

David WaxmanChair of the Corporation


Our vision

The Sheffield College will transform lives by offering outstanding education and training.

We will inspire our students, unlock their potential and allow them to lead fulfilling lives and pursue successful careers. Our aim is to enhance the wealth and quality of life of individuals, employers and the communities of the City Region and beyond.


TheSheffieldCollegewillbeattheheartofagroupoforganisationsthatleadeducationandskillsprovisionintheCityRegion.Membersofthegroupwillincludefurthereducationcolleges,privatetraining providers, academies and other organisations. All will be committed to the creation of coherentroutestoemploymentandtofurtheropportunitiesforstudy.Thefamilywillhavecloseandproductivelinkswithemployersandbetheirnaturalchoiceformeetingtheirowntrainingneeds.Itwillhaveareputationforinnovationandforexcellence.Itwillbeamajorcontributortothe Sheffield City Region Strategy for 2020.

Wewill:• beinastrongfinancialpositionandhavediversesourcesofincome,reducingourcurrentover-

relianceonpublicfunding;• reinvesttoimprovequalityandrespondrapidlytonewdemandsandnewopportunities;• beflexibleenoughtoseizeopportunities• contributetothequalityoflifeandculturaldiversityoftheCityRegion.

Wewillengageemployersandourstudents(and,ifappropriate,theirparents)inourcurriculumpathways,withdirectlinkstoemploymentatallstagesineachpathway.Ourstudents,throughtheirachievements,willcontributetothe‘SuccessfulSheffield’economy,aswellastheculturalrichnessoftheCityRegion.InparticularwewillfocusonresponsivelymeetingtheskillsneedsofthemajoremploymentsectorsintheCityRegion,andonraisingtheattainmentlevelofcitizensgenerally.

Ourbuildings,facilities,andequipmentwillprovideasector-leadingenvironmentforlearning.Wewillberecognisedbyqualityassuranceagenciesasexcelling,notleastinlearningandteaching,inall that we do.

Inshort,theSheffieldCollegewillbearesponsiveandexcellentproviderofeducationandtraining,engagedintheregionaleconomy.Itwillsupportenterprise,employmentandstrengthenthecommunitiesitserves.


Ourvalues

TheCollegehasrefresheditsvaluestorecognisethechangedcircumstancesinwhichweoperate,tosupportourambitionsandthedeliveryofourobjectives.Thenewvaluesremaintruetoourcommitmenttoinclusivityandwideningparticipation.

Wehaveconsultedwidelytoensurethevaluesareshared.Theystatewhatwebelieveinstronglyandvaluehighlyandtheymakeafirmstatementabouthowweoperate.Theyarethebeliefs,attitudesandbehavioursthatguidehowweworkwithourstudents,staffandotherstakeholders.

At The Sheffield College, we value:

Integrity Honesty,trustandtransparencySpeakingupandspeakingoutClear,timelyandconstructivecommunication

InspirationHighexpectationsRecognisingandcelebratingsuccessSharing rewards

InclusivenessDiversityandequalityofopportunityCommitmenttosocialjusticeAppreciatingandcelebratingdifference

InnovationThinkingdifferentlyandbeingopentochangeNew ideas and being enterprisingTakingcalculatedrisks

InvolvementAsharedculture–‘strongertogether’OuropennessandwillingnesstoshareHaving great partners


TheSheffieldContext

Sheffield,situatedontheDerbyshireandYorkshireborders,isthethirdlargestmetropolitandistrictinEnglandandhasapopulationof555,000.Ithasaproudindustrialheritageandabrightfuture.However,ithaschallengesthatmustbeacknowledgedandaddressed,withcompaniesreportingskillsshortagesononehand,andtoomanypeopledisconnectedfromthelabourmarketontheother.

By 2020, Sheffield will be a city of global economic significance,leadingthewayinadvancedmanufacturing,knowledge-basedindustriesandlowcarbontechnologyThe city of Sheffield Strategy to 2020

Sheffieldwaslongknownastheleadingcitygloballyforthemanufactureofsteeland,whenthisindustrymodernised,globalisedandshedjobsitwasbadlyaffected.Ithassincediversifieditseconomyanduntilthemostrecentrecessionwasaffectedinlinewith,ratherthandisproportionately to, the national rate of growth.

SheffieldispartofaCityRegionthatincludesRotherham,Barnsley,DoncasterandChesterfieldaswellaspartsofruralnorthNottinghamshireandDerbyshire.Itseconomyretainsastrongadvancedmanufacturingsectorbuthas,overrecentdecades,steadilyincreasedtheproportionofservicessuchashealthcare,business,financialservicesandeducation.Italsodevelopedarangeofspecialistclusters,particularlyaroundmedicaltechnologies,digitalandnewmediaindustries.Thetenyearspriortotheglobalfinancialcrisisandsubsequentrecessionhadledtoimprovementsacrossarangeofmeasures,fromeconomicandjobgrowthtoimprovedinvestorconfidenceandthetransformationofthecitycentre.Recentlackofgrowthhasslowedfurtherprogressacrossallofthesemeasures.

TheSheffieldEconomicMasterplanhasidentifiedthatthereisa£1.1billionshortfallbetweenwhattheSheffieldeconomycouldproduceandwhatitdoesproduce.

ThecombinedeffectoftoofewpeopleinemploymentandlowlevelsofproductivityintheSheffieldeconomyproducesawidegapinprosperityforSheffieldcomparedto other UK cities Sheffield Economic Masterplan

TheSheffieldCollegecanmakeanimportantcontributiontoincreasedprosperityfortheCityRegion,andourstrategicobjectivesaresetinthiscontext.Thecity’sEconomicMasterplanandtheCityCouncil’sCorporatePlanbothidentifyeducationalattainment,raisingaspirationsandprovidinghigh level skills as essential to the city’s growth ambitions. The College is also central to the recently announcedCityDeal,whichwillmeanmoreinvestmentforapprenticeshipsandemployerbasedtraining.TheCollegeisdeterminedtoensurethatithelpstoprovideopportunitiesforeveryoneinSheffieldtodevelophighqualityvocational,enterpriseandemployabilityskills.


The City’s Challenges

Key IndicatorThe City of Sheffield Position

Regional (Y&H) National

TotalPopulation(all) 555,500 5,301,300 60,462,600

TotalPopulation(16-64) 376,200(67.7%) 65.3% 64.8%

Unemployment 26,500(9.6%) 9.5% 7.9%

Employment 250,300(65.9%) 67.8% 70.0%

YouthUnemployment[NEET] 8.8%7.5%(corecities,not regional position)

6%

UnfilledJobcentreVacancies(Apr’12) 2,520 27,197 305,814

Aged16-64withNVQ4orabove 122,300(33%) 26.4% 31.3%

Aged16-64withNVQ3orabove 198,000(53.4%) 47.4% 51.0%



Aged16-64with‘otherqualifications’ 23,400(6.3%) 8.2% 8.5%

Aged16-64withnoqualifications 49,600(13.4%) 12.8% 11.3%

16 year olds leaving school with 5A*-C includingEnglishandMaths 49.4% - 58.9%


OurCurriculumPathways

Maths, English and progression to further and higher education

Sport, hospitality and tourism

Health and caring professions

Sport, hospitality and tourism

Business and enterprise

Construction and property

Digital and creative industries

Retail and commercial enterprise

Engineering and technology

Skills and qualities Enterprising Employability skills ILT skills

Rounded, global citizen Literate, numerate, articulate

Employment

Self-employment

Higher education

Progression

Social enterprise

Outcomes


Recognising and celebratingsuccess


OurStrategicThemes

The College will be recognisedbyexternal

qualityagencies,itsstaff,employers,students,stakeholders and its

communityasexcellent.

Theme 1Excellence

Theme 2Employability

Theme 4E-Enabled

The College will meet the needs of the local and national economy and supportindividualstogainthe skills they need to gain employment, or improve their prospects.

PlaceenterpriseattheheartofwhattheCollegeoffersand

be the lead partner for the City’sambitiontostimulate

businessstart-upand wealth creation.

Usetechnologytoitsfullpotential in the design and deliveryofourcurriculum,as well as the operation of oursupportfunctions.

Theme 3Enterprise

Theme 5Engagement

Communicateandcollaboratewithallstakeholderstoensureourcapacityandimpactisstrengthenedandallourstaffareengaged.


Theme1:Excellence

TheCollegewillberecognisedbyexternalqualityagencies,itsstaff,employers,students,stakeholdersanditscommunityasexcellent.

Strategic Objective – What we need to do

2012/13 Measures of progress – How we’ll measure our success

ReinvigoratetheQualityStrategytofocuson motivational target setting, tracking, monitoring,assessmentandeffectivefeedback.

Develop a teaching and learning Strategy togetherwithasupportive,staff-ownedTeaching and Learning Framework and deliver improvements in teaching, learning and assessment.

ProduceaPeopleandOrganisationalDevelopmentStrategytoensurewehavetherightpeople,skillsandculture.

EnsureBusinessSupportUnitssuccessfullymeettheoutcomesoftheirservicelevelagreements and all improvements are benchmarkedagainstuserfeedback.

ThrougharevisedFinancialStrategy,achievearobustfinancialpositionthatallowsinvestmentin key priorities.

Achieveanoverallsuccessrateof83%in2012/13,towardsouraspirationofbeinginthetop10%ofCollegesby2013/14.

Excellentreputationacrossallstakeholdergroups(students,parents,employers,schools,localandnationalgovernment).

Achieve a Good Ofsted category for Teaching andLearningandOverallEffectivenessby2013andOutstandingby2014.

Ensure80%ofsessionsratedandexternallyvalidatedasgoodoroutstandingby2014.

Delivera5%surplusyearonyeartore-investin strategic priorities and responsiveness and achievelongterm,sustainableandrobustfinancialhealth.

Ensureallstudentsbenefitfromhighquality,industrystandardresourcesandaccommodation.

2 LearnerResponsiveRulesAppliedMeasure

ExcellencePhotojournalismstudent,AlexWhitehead,wasnamedasarisingstarto watch at the O2 Media Awards for YorkshireandtheHumber.


Theme 2: Employability

The College will meet the needs of the local and national economyandsupportindividualstogaintheskillstheyneed to gain employment, or improve their prospects.

Strategic Objective 2012/13 measures of progressReshapethecurriculumsothatitfocuseson the key employment areas in the City Region,includesprogressionpathways(withappropriateemployerandhighereducationlinks)andembedsemployability,enterprise,functionalskills,sustainabledevelopmentandworkexperience(theMadeinSheffieldCurriculum).

Develop new provision in skills shortage / growthpriorityareas(toincludeadvancedengineering/manufacturing,health,wellnessandsport,computinganddigitaltechnologyandhighereducation).IncreaseprovisionforunemployedadultsinpartnershipwithJobCentrePlus(JCP)andfurtherdevelopprovisionthatmeetstheneedsofyoungpeoplewhoaredisengaged/NEET.

Develop a distinct 14-19 phase in Sheffield throughthesponsorshipoftheUniversityTechnicalCollege(UTC)andexploreinvolvement with / sponsorship of other Academies,includingaStudioSchool.Workwithemployerstodoublethenumberofapprenticeships by 2014.

Recordandmeasurethedestinationofallstudentstodemonstrateimpact.

Ensurethateverystudenthasapositiveoutputandthatthesearemeasured(qualification,joboutcome,progression)andbenchmarkthisagainst the best in the sector.

Responsivecurriculumjointlydesignedanddelivered by employers and other stakeholders withprogressionroutesatalllevels.

SuccessfulUTClaunch.

Numberofapprenticeshipstogrowfromc500to more than 750 in 2012/13 and 1000 by 2014.

EmployabilityTescoRegenerationPartnershipschemegraduatesStuartDalby,CleliaCordulliandPatrickBridge,whotrained with The Sheffield College.

3Youngpeoplenotineducationoremploymenteducationwithtraining


Theme 3: Enterprise

PlaceenterpriseattheheartofwhattheCollegeoffersandbetheleadpartnerfortheCity’sambitiontostimulatebusinessstart-upandwealthcreation.

Strategic Objective 2012/13 measures of progressAn enterprising College PositiontheCollegenationallyandlocallyasan innovative and responsive college, working aspartoftheGazellegroupofenterprisingcolleges.

Developan‘enterprisingculture’asanorganisational characteristic.

Developanorganisationalstaffingstructurethatrecognisestheneedforflexibility,differentiationofrolesandthecurrentenvironment for change and growth.

SupportBusinessStart-upsandwealthcreationfromwithintheCollegecommunity.

Become more responsive to employers’ skills requirementsandincreaseincomediversity.

An enterprising curriculum EmbedEnterpriseexperiencesintothecurriculumpathways.

Allowallstudentstheopportunitytosetthemselvesupinbusinessortoconsiderthisasa progression option when they leave College.

Developentrepreneurialcharacteristicsinallstudentstoensuretheystandthebestpossiblechanceoffutureemploymentandsuccess.

Usethedevelopmentofentrepreneurialismas a driver to refresh teaching and learning pedagogy(project-basedlearning,competitions/challenges,LearningCompanies).

GazelleprinciplesareadaptedtofitTheSheffieldCollegeandareevidentinourplanningandstrategicthinking(eg.‘T-shapedcharacteristics’,LearningCompanies,entrepreneurialactivity,developmentofentrepreneurialskillsandcapabilities).

Staffinnovateandareencouragedtotakemanaged risks.

Anewframeworkofstaffskills,competenciesandemployment patterns that allows for new skill sets, differentiationofrolesandresponsiveness.

AchieveatargetnumberofCollegecommunitybusinessstart-ups(200in2012/13).

StaffidentifyandseizeopportunitiestodevelopnewsourcesofrevenuetotheCollege,achievingincome targets.

ReshapetheCollege’sMarketingfunctionandachieve income and growth targets.

AllcurriculumtohaveEnterpriseexperiencesaspart of delivery.

NumberofBusinessStart-upsin2012/13(target200);adviceavailablethroughCollegeStart-ups.

PromotedevelopmentofentrepreneurialcharacteristicsthroughTutorialsandcurriculumdelivery;useofMadeinSheffieldpassporttorecognise and celebrate this.

TeachingandLearningStrategyandQualityframeworksreflectthisobjective;CPDandQualityImprovementplansreflectthischange.

EnterpriseGraphicDesignstudentandbusinessman,AlexGwynnewinsAXAawardforenterprise,winning£40,000worthofbusinessmentoringsupport.


Theme 4: E-Enabled

Usetechnologytoitsfullpotentialinthedesignanddeliveryofourcurriculum,aswellastheoperationofoursupportfunctions.

Strategic Objective 2012/13 measures of progressInvestintheITinfrastructuretoensureitisrobust,highspeed,allowswi-fiaccesstostaffandstudents’owndevicesatallsitesand locations and is responsive to changing requirements.

ThroughitsILTStrategy,theCollegewillacceleratethedevelopmentofon-lineresourcesandassessmentandsetambitioustargetsforincreasingtheamountofitscurriculumdeliveredorextendedthroughe-learning.

Access to on-line learning and the devices necessary to access it will be improved for those atriskofdigitalexclusion.

Theefficienciesofferedbye-learningwillbere-investedinfurtherimprovementstotheILTinfrastructureaswellasprovidingtimeforstafftodevelopmoreon-lineresourcesandassessment materials.

Sectorleadinguseoftechnologytoinnovate,improve, inspire and deliver efficiencies.

Staff,studentsandstakeholders/partnersareable to access learning and all aspects of its supportthroughadeviceoftheirchoicefromany location with internet access.

Dataisaccurate,availableandpresentedinawaythatreadilysupportsthedeliveryoflearning.

Atleast20%oftheCollege’sCurriculumwillbesupportedbyVLE/Moodleoronlineresourcesthatextendlearningandallowremoteformativeandsummativeassessment.

E-EnabledEmpoweringindividualswithintheCollegebyusingtechnologyandlevellingthefieldforallusers.


Theme 5: Engagement

Communicateandcollaboratewithallstakeholderstoensureourcapacityandimpactisstrengthenedandallourstaffareengaged.

Strategic Objective 2012/13 measures of progressEnsurerepresentationon(atleastsix)keyforumsthatcontributetothecity/SheffieldCityRegion’seconomicand social development.

Establish strategic partnerships with key regeneration and employment partners.Improvecommunicationandachieveengagementwithstaffthroughculturalchangeprogramme,communicationstrategy,communicationcharterandsharedvalues.

Clarify the College’s relationship to and formal partnershipswithallSheffield’s(andneighbouring)primary and secondary schools.

StrengthenourformalpartnershipswithSheffieldHallamUniversityandTheUniversityofSheffieldandexplorefurtherpartnershipswithHEIswhereitisinourstudents’and employer partners’ interests to do so.

HarnesstheskillsofourstaffacrossthefullrangeofCollegefunctions.

Throughinputintocurriculumplanningbyemployers,ensureanincreasingproportionofourcoursesaretailoredandrunforemployers.

Developrobustcommunicationnetworkswithkeypartnersinthecommunitiesweserve.

Allstaffseetherelationshipbetweentheir role and the College vision and act instinctivelyinsupportofitandthisismeasuredthroughstaffsurveys/focusgroups.

Effectivepartnershipsthataddvalueanddelivermorethancouldbeachieved alone.

CollegerepresentationonkeyLEP,LAandotherforums.

Employer and other stakeholder satisfaction with College responsiveness andeffectivenessmeasuredthroughsurveysandfocusgroups.

Introduceameasure(kitemark)thatCollegeprogrammesmustmeettodemonstrateeffectiveplanninganddelivery by employers and set target for numberofprogrammestoachievethis.

EngagementThe Sheffield College hosted the launchoftheFederationofSmallBusinesses’YorkshireEnterpriseClub.


ONSmid-yearpopulationestimatesNOMIShttps://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSmid-yearpopulationestimatesNOMIShttps://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfStateofSheffield2012report–interimdata2011https://www.sheffieldfirst.com/key-documents/state-of-sheffield.htmlJCPvacanciessummaryApr’12https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfONSannualpopulationsurveyOct2010-Sept2011https://www.nomisweb.co.uk/reports/1/2038432027/report.pdfDepartmentforEmployment[DfE]performancetables2011http://www.education.gov.uk/cgi-bin/schools/performance/group.pl?qtype=LA&no=373&superview=sec


The Sheffield College, responding to the city’s economic challenges

Designed by The Sheffield College Publicity Unit, September 2012

The SheffieldCollege

The Sheffield CollegeGranville RoadSheffield S2 2RLtel 0114 260 2600www.sheffcol.ac.uk

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