Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013–16 “Realising Student Potential and Achieving Excellence”

Doncaster DoncasterCollege CollegeCorporate CorporateStrategy Strategy2013–16 2013-16

FOREWORD On behalf of the Corporation, I am pleased to share with you the Corporate Strategy for 2013–16. This Strategy has been developed not only to secure the future development and success of the College but also to outline our ambition for the College and how we will influence, support and further develop the community we serve. Our new vision highlights the College`s critical role in transforming lives and improving the local economy whilst our mission focusses quite rightly and deliberately upon students to assist them to realise their potential and achieve the very best they can. The College remains in a good position to meet the new national, regional and local challenges through our three core-funded work streams: Preparation for Work, Progression in Work and Returning to Work, and also through an increased emphasis upon community involvement which embraces stakeholder collaboration, equality of opportunity and access, and quality assurance through sustainable practices and provision. The Strategy ensures a focus upon core business with recognition of the need to actively promote progression opportunities and further enhance quality whilst developing and maximising the College Estate and commercial opportunities. The Corporation continues to recognise, through our renewed and further developing culture and values, that learners are at the heart of everything we do and by ensuring and celebrating their success and effective partnership working with key stakeholders, we will secure the future of the College for the community we serve. I would like to thank all those who have contributed to, and will be instrumental in, the continuing development and success of the College – our learners, employers, fellow governors, managers, staff and partners in the town and wider region.

Ruth Brook Chair of Corporation July 2013

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

College Vision, Mission and Values

College Markets

Our Vision:

Our Key Markets

Transforming lives and improving the local economy through access to outstanding education, training and employment opportunities.

Our mission, vision, values and key priorities are delivered via five key market segments:

Our Mission: Realising student potential and achieving excellence.

Our Values: Our six core values are at the centre of all daily operations, functions and behaviour in the Organisation as follows: • Student–Centred We have ambition for our students, raising aspirations and placing their needs at the heart of everything we do • Continuous Improvement and High Standards We continuously strive to develop and achieve outstanding quality and progression

• Further Education • Higher Education • Employers and Partners • International • Commercial Business The first three of these market segments will be underpinned by three core-funded work streams as follows: • Preparation for Work • Progression in Work • Returning to Work The final two market segments are prioritised to support business and community development and further ensure organisational sustainability and maximisation of commercial opportunities. The College`s public value statement is manifest in its Community Involvement Strategy and this Corporate Strategy reflects that commitment.

• Trust and Integrity We work in an open, transparent and respectful way • Professionalism and Responsibility We take a pride in all we do; valuing and investing in our students, staff, business and the wider community • Teamwork and Collaboration We work together to create a positive context for learning and work • Mutual Understanding and Support We value and celebrate diversity and difference to the benefit of all

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

EXECUTIVE SUMMARY: STRATEGIC PRIORITIES IN CONTEXT

Doncaster College is the only large general further and higher education college situated in the metropolitan borough of Doncaster, South Yorkshire; the largest metropolitan borough by geographical area in the country.

Doncaster College Mission: Realising Student Potential and Achieving Excellence

Quality–Driven Responsiveness Progression Inclusiveness

Adaptability

Collaboration Sustainability

Core-Funded Work Streams

Progression in Work

Returning to Work

Non Core-Funded Commercial Opportunites and Maximisation of the Estate

Strategic Objectives: Key Themes 2013–16 • Curriculum strategy development and planning • Individual learning opportunites • Financial stability and resilience • Raising standards and aspirations • Resource management and development • Leading change through strategic alliances and partnerships Role of the Corporation • Development of the educational character and mission • Considering and approving the Strategic Plan • Monitoring and evaluating the impact of the Strategic Plan

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Doncaster has seen considerable social and economic decline over a number of years and unemployment is high in several wards. According to the last Index of Multiple Deprivation (2010), Doncaster is ranked as one of the most deprived areas in the UK together with the coal mining areas around Sheffield and Wakefield. In the Yorkshire and Humberside region 21.4% (214,001) of children live in households affected by income deprivation. In 2011/12, 61% of Doncaster College’s 16 to 19 further education students had disadvantage uplift. In 2010/11, 84% of students studying at Level 4 were the first person from their families to do so and the percentage of higher education learners from UK deprived post codes in 2011/12 was 45% nationally and 27% locally. In this context, education leading to employment is seen as the key route to economic prosperity for communities and individuals, reducing inequalities and promoting social cohesion. The College has two main campus locations: The Hub is situated on the Waterfront near the town centre and opened in September 2006; the University Centre Doncaster, which is situated at High Melton, is some six miles away. The College is the major provider of post-compulsory education in Doncaster and is a regional, national and international centre for a number of specialist courses, offering programmes from pre-foundation to postgraduate degree level.

Priorities 2013–16

Preparation for Work

introduction

The College recognises its unique contribution to the local economy in raising skill levels and expectations and providing employment within the local community and wider sub-region. A community involvement strategy has recently been developed, demonstrating the College`s commitment to the wider community it serves. Following a period of recent change, Doncaster College has significantly improved student success rates and the quality of learning and teaching. The College Estate has also been improved with financial investment to enhance the learning and working environment. As a mixed economy College operating within a deprived area there is recognition of the need to raise aspirations, thereby increasing educational attainment and the skills of young people and adults. The College’s Corporate Strategy 2013–16 recognises through its vision and mission that learners are at the heart of everything we do. The Strategy also acknowledges the need to contribute to the local economy where transferable employability skills are significant to gaining and remaining in employment. This plan, therefore, will support local businesses with the talent, innovation, enterprise and employability skills to ensure business growth and sustainability. Our core business is defined within three key work streams: Preparation for Work, Progression in Work and Returning to Work, underpinned by stakeholder collaboration and responsiveness, equality of opportunity and access, quality assurance and robust financial management. The College vision and mission are reflected in our values statement and the definition of key priorities and strategic objectives. We will further develop our organisational culture to fully embrace and embed our core values and, in defining our strengths, direction and markets, we will actively promote communication with our students, staff and other stakeholders.

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

Strategic Policy Context The College recognises that effective partnership working with key stakeholders including the Local Authority, schools, private training providers, Doncaster Chamber of Commerce, the voluntary and community sector and local and regional employers is essential for the success of this strategy.

This Corporate Strategy has been developed in the context of national, regional and local priorities and policy frameworks. In particular, the plan takes account of the following important Government Policy Documents and Initiatives:

Further, it is recognised that the Marketing Strategy continues to be a critical component in successfully communicating and addressing the College’s strategic priorities including embedding the use of market intelligence and the development of a responsive curriculum.

Rigour and Responsiveness (BIS and DfE): April 2013 Local Accountability and Autonomy in Colleges (Ofsted) March 2013 Lord Heseltine`s Review: No Stone Unturned: March 2013 New Challenges, New Chances for the Further Education and Skills System Reform Plan: Building a World Class Skills System (Department of Business, Innovation and Skills): December 2012 The Richard Review of Apprenticeships (Department of Business, Innovation and Skills): November 2012 Widening Participation in Higher Education (Department of Business Innovation and Skills): August 2012 Making Apprenticeships more Accessible to Small and Medium Size Enterprises (J Holt): August 2012 A Review of Business – University Collaboration (Professor T Wilson): February 2012 Building Engagement, Building Futures: Our Strategy to maximise the Participation of 16–24 year olds in Education, Training and Work (Department of Business Innovation and Skills): December 2011 Colleges in their Communities: A Dynamic Nucleus: Colleges at the Heart of Local Communities (Baroness Sharp, NIACE November 2011). The Wolf Report – Review of Vocational Education: March 2011 New Guidance on Post–16 Study: Informed Choices: February 2011 The Browne Report – Securing a Sustainable Future for Higher Education in England: October 2010 National Scholarship Programme (HEFCE): February 2011 Skills for Sustainable Growth and Investing in Skills for Sustainable Growth: November 2010 Specification of Apprenticeship Standards for England: January 2011 YPLA Funding Statement 2011/2012: December 2010 The Skills (Investment) Strategy (Skills Funding Agency): November 2010 The Equality Act 2010 (Specific Duty) Regulations: 2011 The Equality Act: October 2010

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

College Priorities 2013–16

College Strategic Objectives 2013–16

The College vision: ‘Transforming lives and improving the local economy through access to outstanding education, training and employment opportunites’, builds on our mission and core values with a view to achieving key priorities by 2016.

Our key priorities will be delivered through the achievement of strategic objectives that reflect the College’s commitment to realising the mission and vision, underpinned by our core values, as follows:

Key Priorities

Objective 1: Curriculum Strategy Development and Planning We will develop and implement a responsive curriculum strategy and plan that:

Quality-Driven

Responsiveness

• • • • •

We will respond effectively and quickly to the changing environment, student needs and the ambitions of local, regional, national and international communities.

Objective 2: Individual Learning Opportunities

Progression

We will provide a range of individual learning opportunities within further and higher education provision that:

We will actively promote and facilitate progression opportunities that contribute to personal, social and economic development.

• • • • •

We will achieve the highest standards and ensure that levels of service and delivery are clearly articulated and benchmarked to national standards.

Inclusiveness We will ensure that equality and diversity are at the heart of the College’s values, principles and ethical framework. Adaptability

Is effectively aligned to local, regional and national priorities Meets the needs and aspirations of students Supports business and community development Secures funding and seeks to maximise funding opportunities wherever possible Actively promotes progression.

Ensure appropriate access Reflect the views of students Are inspiring, engaging and fun Value and celebrate diversity and student success Are delivered in a safe learning and working environment.

Objective 3: Financial Stability and Resilience We will achieve financial stability and commercial viability that:

We will have a diverse and flexible workforce that strives for continuous improvement and growth and that fully reflects the students, employers and community we serve. Collaboration

• Reflects maximisation of income and opportunity • Ensures cost-efficiency, financial transparency and due diligence • Meets and supports student and organisational needs.

We will ensure a collaborative and partnership approach to our work that reflects local business and community, employer and workforce development needs.

Objective 4: Raising Standards and Aspirations

Sustainability

We will raise the standards of learning, teaching and assessment by:

We will be financially robust and provide inspiring learning and working environments where opportunities are created, embraced and maximised.

• • • •

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Providing consistently high quality learning, teaching and assessment that meets the needs of students Ensuring that relevant recognised quality standards are achieved/maintained as appropriate Ensuring that self-assessment processes lead to measurable and quantifiable improvements Achieving ‘Outstanding’ self-assessment grade by 2015. 11

Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

Demographic and Economic Context Objective 5: Resource Management and Development

Doncaster Borough Profile

We will develop and manage the College staffing and physical resources to:

In 2011 Doncaster had an estimated population of 290,400 people making it the eighth largest local authority in the Yorkshire and Humberside region. Using the latest “Total Deprivation” ranking, the postcodes of the College’s main campus locations are ranked as follows:

• • • • • •

Enable efficient and effective delivery of all College activities Ensure that staff are appropriately skilled and utilised Ensure that learning resources meet the needs of students Respond to the changing needs of our students, staff, community and organisational environment Continue suitable investment in projects to support College aims Meet our corporate social responsibilities.

Objective 6: Leading Change through Strategic Alliances and Partnerships We will lead change through partnerships with all organisations to: • • • • • • •

Engage with Doncaster`s communities Strengthen strategic alliances and partnership opportunities Shape the local economic landscape taking account of local, regional, national and international priorities Focus on social inclusion, enterprise, employability and innovation Ensure learning, education and training meets the needs of local businesses and the wider community Ensure effective and meaningful information, advice and guidance Conduct robust due diligence procedures on potential sub-contractors and ensure that supply chain activities align with the principles of best practice in the skills sector.

• Stainforth: • High Melton: • The Hub:

1,404 out of 32,482 neighbourhoods 15,130 out of 32,482 neighbourhoods 1,886 out of 32,482 neighbourhoods

Measures of deprivation which are particularly high across Doncaster include crime, living environment and education. Approximately 7.5% of the local population claims Disability Living Allowance. Life expectancy for males and females is lower than the national average. The most recent data estimates the Doncaster population by broad ethnic group at 95% White compared to 87% White for the whole of England. The proportion of children in poverty in Doncaster was 22.7%. This was greater than in the Yorkshire and Humberside Region (21.4%) and in England (20.9%). According to the Local Economic Assessment for Doncaster, which was approved by Cabinet in 2011, Doncaster does not have the skills profile capable of supporting significant higher level employers without inward commuting to fill the gaps. The current skills profile highlights the following: • A large population of people suitable for unskilled and semi-skilled employment opportunities • A shortage of people capable of filling higher level skills vacancies or equipped to cope with higher skills training • A need to attract migrants to fill a large proportion of posts requiring higher skills and educational qualifications. In 2010/11 54% of all pupils in Doncaster achieved 5 or more A*– C grade passes, including English and mathematics, at GCSE or equivalent compared to the national average of 58%. 53% of male pupils achieved 5 or more A*–C grade passes, including English and mathematics, at GCSE or equivalent in 2010/11 compared to the national average of 55%. 56% of female pupils achieved 5 or more A*– C grade passes, including English and mathematics, at GCSE or equivalent in 2010/11 compared to the national average of 62%. Doncaster`s Local Economic Strategy 2011–15 identifies the following underpinning challenges to enable its economy to operate effectively: Business Growth Doncaster needs to:

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• Increase the registered business stock • Increase the number of business start-ups • Increase business productivity and close the gap with the Sheffield City Region (SCR) average

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

College Profile • Ensure that barriers to business survival and growth are attained and support tailored accordingly • Improve the resilience of the economy • Continue to develop strong mutually beneficial links with the SCR and with other places such as Hull and York.

Students:

Improved Skills for Work and Business

The total number of further education enrolments in 2011/12, including apprentices and employer responsive non-apprentices, was 22,227 and the total number of higher education enrolments was 1,344.

Doncaster has a relatively poor skills profile compared to both the region and nationally; particularly at Level 4. The 2011 skills profile of the working age population was as follows: Qualification Level

% Attainment

No Qualifications

15.2%

Level 2 and above

63.9%

Level 3 and above

42.6%

Level 4 and above

20.1%

Doncaster needs to: • Improve the transition between attainment at Level 2 to Levels 3 and 4 • Better match the skills of the current and future workforce to the needs of employers • Ensure that local market intelligence is used effectively to inform the Local Economic Strategy. People into Work At 63.8% in 2011, Doncaster`s employment rate was 4% below the Yorkshire and Humberside employment rate. 16.9% (31,100) of the working age population was on key out-of-work benefits such as Job Seekers Allowance (JSA) and Incapacity Benefit. Almost 1 in 7 of all young people claimed JSA. Further, with Doncaster accounting for almost 20% of all three plus years JSA claimants in the Yorkshire and Humberside Region, Doncaster needs to address the factors which affect the town’s unemployment rate, particularly skills. According to the 2011 Local Economic Assessment, Doncaster`s prospects for growth are good. The Borough is the second largest economy in the Sheffield City Region and contributes 15.8% of the total Gross Value Added (GVA) in the Region. Doncaster is forecast to have the second highest growth rate in the Sheffield City Region over the next ten years, by taking advantage of local assets. Current partnership priorities are therefore as follows: • • • •

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The total number of further education students in 2011/12, including apprentices and employer responsive nonapprentices, was 10,017 and the total number of higher education students was 1,333.

59% of all students in the College in 2011/12 were female, 12% declared a learning difficulty, disability or health problem and 9% were from a Black and Minority Ethnic (BaME) background. The College enrolled 580 students in 2011/12 on Apprenticeship programmes of which 38% were female, 8% declared a learning difficulty, disability or health problem and 1% were BaME learners. There was also an additional 1,988 enrolments on non-Apprenticeship work-based provision, of which 66% were female, 2% declared a learning difficulty, disability or health problem and 7% were BaME learners.

Workforce: In 2011/12, the College employed just under 900 staff with an average over the year of 814 staff members; 4.64% of whom declared a disability (compared to the Further Education sector average of 3.98% in 2010/11), 5.12% of whom were BaME (compared to a 10.96% average in the Yorkshire and Humberside Region) and 64.39% of whom were female (compared to a sector average of 63.14%). The average age of employees was 45.81 in line with the sector norm. Just over half of the workforce is employed in teaching; the rest being business support and management. The College agency staff profile remains low compared to the sector norm and there are plans to increase this over the period of this strategic plan. The staff cost to income at the end of 2011/12 academic year was 67% and there are plans to reduce this to within the range 63– 65% during 2013/14.

Promoting the Borough Getting young people into work Creating stronger families through system redesign Creating stronger families through the science of behaviour.

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Doncaster College Corporate Strategy 2013-16

College Strengths

Key Strengths

Doncaster College Corporate Strategy 2013-16

National, Regional and Local Education Priorities National:

The College’s existing key strengths are:

This Corporate Strategy has been developed to take account of, and respond to, the following national priorities:

• Commitment and focussed leadership by governors who give clear strategic direction and provide an appropriate level of challenge to the Executive.

• Abolition of central targets and the centralised controls to meet them.

• Focussed leadership that has successfully established a culture of trust and mutual respect with an emphasis on achievement and raising aspirations.

• Setting colleges free from unnecessary bureaucracy and simplifying the funding system. • Fairness and shared responsibility to underpin the overall investment in adult further education in 2013.

• Targeted investment in, and development of, leaders and managers underpinned by effective use of management information to inform strategic decision-making.

• Achieving a world class skills base by developing, enhancing and providing new skills for adults in work as required by a dynamic economy.

• Good external relationships, partnerships and networks, promoting collaboration, flexibility, social inclusion and choice for students.

• Improving the quality and content of learning and ensuring that it is geared to maximising individuals’ chances of gaining sustainable employment when they re-enter the community.

• A safe learning and working environment underpinned by good safeguarding and safety practices.

• Reducing the number of those not in employment, education and training (NEET) and supporting them to gain employability and vocational skills.

• Four year significantly improving trend for retention and success which are now above national rates in further education. • Strong and distinct higher education provision with good success and retention. • Support for learning that is very strong; additional learning support being highly effective and high-quality learning resources being available to meet student needs. • Well developed quality assurance and self-assessment processes that have led to significant improvements. • Performance management that is tight and rigorous and human resource specialists working closely with academic managers to support them in their roles. • A strong emphasis on effective listening to, and acting on, the student and staff voice. • Provision of an inclusive and harmonious community which actively promotes equality and diversity. • Learning and working environments appropriate to the needs of the College community.

• Increasing the number of adult Apprenticeships by 2014/15 such that 200,000 adults will be able to start an Apprenticeship. • Creating a clearer ladder of progression in Apprenticeship programmes with a greater emphasis on progression to Level 3 and higher. (The Government has committed to prioritise progression to Level 3 and higher which will deliver the technician level skills on which jobs and industries will depend). • Increasing the proportion of young people achieving Level 2 and Level 3 at age 19. (The Government has committed to fully fund 19–24s undertaking their first full Level 2 GCSE equivalent or first Level 3 qualification). • Raising the participation age to 17 in 2013 and 18 in 2015 to achieve full participation for 16–18 year olds by 2015 and thereby increase participation in education and training. • Improving the basic skills levels for those who left compulsory education without basic reading, writing and mathematics. (The Government has committed to fully funding this). • Enabling people on active job seeking benefits to secure work through labour market relevant training. • Lifelong learning accounts for every adult to provide incentives for learning including recognising the social contribution made through volunteering.

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• Introduction of a system of further education loans to shift more responsibility to individuals and support adult learning at advanced and higher levels.

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

• Establishing a growth and innovation fund to assist employers to meet their workforce skills needs, and increase the powers of businesses to design vocational training, Investors in People, and consult on qualification design.

The Manifesto for Growth 2012 Sheffield City Region highlights that the Local Enterprise Partnership (LEP) will enable the private sector, through research and sector forums, to better articulate what its skills demands are. The manifesto summarises its priorities linked to education as follows:

• Co-funding training at Level 2 for small to medium sized enterprises.

Skills for Growth

• The Qualifications and Credit Framework applied as a means to allow individuals and employers to access units of training to meet their specific needs.

• For the LEP to deliver on its Skills Infrastructure Strategy, it is acknowledged that there is a significant economic imperative for making the alignment of skills supply and demand the number one priority for the City Region.

• Developing 16–19 programmes of study which aim to increase the number of students achieving high quality and valuable qualifications which enable progression to higher levels of study and skilled employment. • A new Ofsted framework that from September 2013 focusses on the quality and coherence of students` study programmes and their appropriateness in providing a route into further and higher education or employment.

• For the Government to broaden its welcome emphasis on literacy and numeracy to additionally include Information, Communication and Technology (ICT), foreign languages and financial literacy with a view to improving basic employability skills and helping to tackle the massive challenge of youth unemployment. • For the LEP to put increased pressure on the universities and other support agencies to work with businesses employing between ten and twenty persons with a view to developing leadership and management skills in the City Region and driving business growth.

• A fit for purpose regulatory framework for the higher education sector. Conditions for Growth • A new National Scholarship Programme in 2012/13 to provide financial benefits for the least well off young people and adults as they enter higher education. • Higher education institutions becoming more responsive to student choices and continuously improving the design and content of courses and the quality of students` academic experiences.

• For banks to significantly increase the amounts they are lending to small and medium enterprises (SMEs) and proactively engage with businesses to help them deliver stronger business strategies and loan applications. • For Government to come good on its ‘one in one out’ pledge on legislation and to urgently slash the red tape – specifically in relation to employment legislation – that is hindering business growth and job creation.

• The introduction of ABB+ student recruitment to higher education in 2013/14. • Widening participation and improving fair access for all those with ability to progress to higher education. •

Introduction and application of the ‘Common Accord’, a concept jointly developed by the Association of Colleges (AoC) and the Association of Employment and Learning Providers (AELP) under a sector-led approach requiring supply chains to seek to optimise the impact and effectiveness of service delivery to the end user.

Regional: Regional Strategies were revoked in July 2010 when a review of South Yorkshire priorities was undertaken. The Sheffield City Region encompasses: Sheffield, Doncaster, Rotherham, Chesterfield, Barnsley, Bassetlaw, Bolsover, Derbyshire Dales and North East Derbyshire and comprises a population of approximately 1.75 million people. In its entirety, the Sheffield City Region covers the four South Yorkshire Local Authorities and the Derbyshire and Nottinghamshire County Councils.

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• For LEP`s inward investment strategy to be supported by all relevant partners and given the resource it needs to deliver tangible difference to the economy. The key growth sectors identified by the LEP Skills Infrastructure Plan are: • Advanced manufacturing • Retail • Engineering • Logistics (identified as a significant part of the City Region`s economy going forward) The SCR has announced a deal with Government to take responsibility for funding a major scheme (the ‘City Deal’) at local level with businesses and partners deciding how the money will be spent on skills and transport. A key element of the ‘City Deal’ Scheme will be focussed on job creation and skills with 4,000 new apprentices created across the Region and an additional 2,000 adults trained in new skills to help the local economy grow. A three year investment plan is being considered by the Government with the SCR Skills and Employment Partnership which will enable a joint investment scheme with £44.4 million of local public and private sector investment, £23.8 million of Government funding and an additional £4 million from Government. 19

Doncaster College Corporate Strategy 2013-16

Local: This Corporate Strategy has taken account of, and embraced, local Borough priorities. Doncaster Metropolitan Borough Council`s Core Strategy 2011–28 is the first part of the Local Development Framework which provides a planning framework to deliver the vision and aspirations of the Sustainable Borough Strategy needed to achieve economic, social and environmental sustainability. The Core Strategy maintains an approach broadly in line with the Yorkshire and Humberside Plan. The Core Strategy (and wider Local Development Framework) is also closely linked to the Doncaster Borough Strategy and other key strategies produced by the Council. The key themes within the Borough Strategy relevant to this Corporate Strategy are: Theme 1: Creating a strong, connected and inclusive economy, in particular: sustainable, long term economic growth, improving educational standards and skills and maximising our distinctive strengths to build a diverse, resilient and sustainable economy that creates employment opportunities for people of all abilities. Theme 2: Developing stronger communities, in particular: equipping individuals with the confidence and skills to improve their own quality of life. Theme 4: Protecting and improving all our children`s lives, in particular: encouraging and supporting young people`s aspirations. Theme 5: Improving health and support for independent lives, in particular: making health care accessible to all, supporting people to stay healthy and become healthier. Theme 6: Tackling crime and anti-social behaviour, in particular: making Doncaster a safer place by reducing overall crime levels as well as anti-social behaviour incidents.

The Doncaster Borough Strategy identifies that the population is currently 290,400 and that over the next 15 years the number of residents aged over 50 is expected to increase significantly and the number of residents under 50 years of age is expected to fall. The Doncaster Borough Core Strategy identifies the following challenges relevant to this Corporate Strategy: • Employment rates remain below national and regional average and there are relatively few employment opportunities in the highly productive sectors that create high-wage, high-value jobs. • A relatively low proportion of working age people hold a degree or equivalent and the number of young people participating in post -16 education and progressing to higher education is significantly lower than the national average.

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Doncaster College Corporate Strategy 2013-16

• The Indices of Multiple Deprivation consistently show that the Borough is within the 40 most deprived areas in the country with significant variations in the relative affluence of local communities. • Overall crime rates remain above the national average particularly in Doncaster`s most deprived areas. • Doncaster`s labour market has been characterised as ‘isolated’ from Sheffield by the ‘Northern Way Sheffield City Region Report’ as commuting links between the two settlements are weak. • The findings of Doncaster`s Local Economic Assessment suggest that Doncaster is too dependent on business sectors and funding based and controlled elsewhere with many of the entrepreneurial and best educated people leaving Doncaster to pursue opportunities elsewhere. • Successful transformation will involve increasing opportunities and access to opportunities by improving skills levels and education. The Doncaster Metropolitan Borough`s 14–19/25 Education and Learning Five Year Strategy sets out a response to the changing educational and training landscape and the need to have the aspirations and welfare of young people at the heart of, and focus for, everything that the Borough does. Key objectives underpinning the associated plan are as follows: • Attainment – improving key stage 4/5 outcomes in line with regional and national targets in order that Doncaster has parity with its neighbours. •

Raising the participation age – increasing levels of participation to facilitate greater attainment and opportunities for individuals to contribute to social; and economic wellbeing and to achieve full participation in line with the ‘Raising the Participation Age’ (RPA) targets as follows: by 2013 full participation to age 17 and by 2015 full participation to age 18.

This Strategy identifies that unlike Doncaster`s regional and sub-regional neighbours, Doncaster Borough has a large number of secondary schools with sixth forms. Of the 17 maintained secondary schools/academies, 16 have fully operational sixth forms compared to 10 in Sheffield and 8 in Rotherham. Consequently, post 16 provision in Doncaster is dominated by sixth form academic provision with 49% staying on at school after year 11. Of the remaining year 11 leavers, 32% transfer to alternative Level 2 and 3 provision at Doncaster College and 19% transfer to private providers, choose out of area provision or become NEET (not in education, employment or training). Progress against the 2011/12 Local Statement of Needs is as follows: Achievement at 16: There has been a significant improvement in key stage 4 (KS4) results. The achievement of 5 A*– C grades rose to 82.96% in 2010, a rise of 10.76% on 2009. The achievement of 5 A*– C including English and mathematics rose to 51.4% in 2010, an 8.5% rise compared to 2009.

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

Core College Business and Funded Work Streams Level 2: In 2010 there was a rise of 5.5% in achievement at 19 to 73.47%, almost one per cent ahead of predictions. The forecast for 2012 is 80.2% Level 2 at 19 and 85.2% in 2013. This leaves the attainment rate in Doncaster 5.25% below the average in England. Level 3: The attainment rate at 19 in 2010 was 38.73%, which was 0.7% better than predicted. The forecast is 47% in 2012 and 52% in 2015. This leaves the attainment rate in Doncaster at 13.31% below the average in England. Apprenticeships: There has been a year on year drop in recruitment to 16–18 Apprenticeships as follows: in 2007/08 it was 1,020, in 2008/09 it was 1,135, in 2009/10 it was 1,088, and in 2010/11 it was projected to be 958. (Source: National Apprenticeship Service) The key challenges identified in the 14–19/25 Strategy are as follows: •

Raising the participation age – to achieve a 95% participation rate by 2015 Doncaster needs to increase provision capacity by net 350–375 places. A number of these students fall within the profile of not having achieved a Level 2 by 16 and not having achieved a Level 2 by 19 with 14% identified as ‘School action/ action plus’ or having a statement, i.e. having a learning difficulty and/or disability.

• Attainment – to ensure continued collective responsibility for raising attainment rates in the light of rapid and substantial academy conversions. •

Vulnerable students – to manage the transfer of the amalgamated budget into direct Local Authority control for post-16 students across all provider types and the likely merging of the Special Educational Needs (SEN) block grant, the high cost Additional Learner Support and the Learners with Learning Difficulties and/or Disabilities (LLDD) placement budget for young people in Independent Specialist Provision and subsequent budget reductions.

• Impartial advice and guidance – to achieve a truly impartial service for young people in Doncaster in the light of the statutory transfer of responsibilities for Information, Advice and Guidance (IAG) to Schools from 2012 and the need to achieve a 95% participation rate.

Our Core Business Core College business is developed and agreed through the curriculum strategy and planning process which takes account of the need to meet national priorities and is responsive to changing circumstances at local, regional, national and international levels. Existing core business is grouped into educational areas specific to, and delivered by, the College’s delivery academies/departments as follows: • Advanced Technologies • Commercial Enterprise • Wellbeing • Creative Industries • Higher Education • Essential Skills and English for Speakers of Other Languages (ESOL) In developing our curriculum offer throughout the period of this Corporate Strategy, we will strengthen our position within key current markets: 14–19 year olds; adults; business, employers and partners; higher education, international and commercial full cost activities (including conversion/replacement programmes and leisure and recreational provision). It is acknowledged that our curriculum offer needs to be responsive to the market place and key stakeholders. As such, the value and viability of our curriculum offer will be determined by our ability to create and sustain demand underpinned by a market position that meets the expectations of those stakeholders. This will involve carefully considered strategic decisions to ensure that the College embeds preparation for life and independent living in its curriculum provision and continues to have a strong market share in the delivery of education, training and learning; striving to be the ‘provider of choice’. The success and sustainability of the College will ultimately be reliant upon the achievement of high levels of performance, the raising of standards through continuous quality improvement, achievement of our target student numbers, effective engagement with businesses, partners and the local community, and maximisation of alternative sources of funding in a hugely competitive environment. The College has already identified three core-funded work streams which, for the period of this strategy, will continue to provide a strategic focus for all core College activity. Our key areas of core-funded activity are: • Preparation for Work • Progression in Work • Returning to Work This activity will be underpinned by the development of English, mathematics, ICT, employability and enterprise skills and by providing a high quality information, advice and guidance service, as fundamental to each individual student`s development.

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Doncaster College Corporate Strategy 2013-16

The College is committed to developing and transforming lives by providing more than a programme of study. College provision incorporates the development of a range of skills and attributes to equip students for work, life and contributing to society.

Core-funded Work Streams Preparation for Work The College is committed to providing a range of educational programmes and activities, from entry level to higher education, for young people and adults designed to appropriately prepare and provide them with the relevant skills to realise their potential, live independently and effectively progress into employment. Skills are vital to the economy and it is important that we provide educational programmes to ensure a workforce fit for the 21st century.

Doncaster College Corporate Strategy 2013-16

• Collaborating with schools, special schools and private training providers to support the delivery of the 14–19 entitlement to meet learner needs. • Continuing to improve the quality of learning, teaching and assessment and long and short course success rates at all levels. • Ensuring our curriculum offer is in line with the requirements of the Qualifications and Credit Framework and embedding functional skills. • Continuing to lead on Children’s University in collaboration with our Borough primary schools and pilot secondary schools. • Strengthening student support to underpin improved performance in participation, retention, achievement and progression.

College Provision: • Full and part-time 14–16 programmes

• Further developing the Employer Engagement Strategy in line with the Borough’s Employer Engagement Strategy.

• Full and part-time 16–19 study programmes

• Securing alternative funding sources to support and enhance the curriculum.

• Full and part-time 19 plus programmes

• Developing employability and enterprise skills in all our students and embedding these skills in full-time programmes of study.

• Full and part-time higher education programmes • Life Skills programmes particularly for students with learning difficulties and/or disabilities • English for Speakers of Other Languages (ESOL) programmes • Pre-Apprenticeship programmes • Programmes for young people not in education, employment or training (NEET)

• Preparing students, through engagement activities including volunteering for independent living and their role in the wider community. Progression in Work The College is committed to providing a range of flexible educational programmes and activities, from entry level to higher education, for young people and adults in work designed to develop them to enhance their skills base (including transferable skills) and realise their potential within and throughout their employment. In a global economy, in-work skills are critical to ensure that the UK`s skills base is fit for purpose and enables us to compete locally, regionally, nationally and internationally.

• Job Centre Plus and Department for Work and Pensions programmes, including response to redundancy activity

College Provision:

• Basic and functional skills programmes

• Apprenticeship programmes – Intermediate, Advanced and Higher

• Children’s University clubs

• Employer responsive programmes, including work-based provision delivered on employers` premises

In line with national and local priorities relating to this work stream, the College is committed to:

• Basic, functional and Skills for Life programmes

• Transforming lives by being an active member of all Borough 14 –19/25 strategic and operational groups in the production and delivery of the Borough’s 14 –19/25 Education and Learning Five Year Strategic Plan.

• Part-time 16–19 study programmes

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

• Part-time higher education programmes

College Provision:

• Full-cost further and higher education programmes and short courses (accredited and non-accredited)

• Basic and functional skills programmes

• Externally funded project-based programmes and initiatives

• Adult-responsive programmes

• Job Centre Plus and Department for Work and Pensions programmes

• Work Clubs and associated activities and programmes delivered as a response to redundancy • Adult Apprenticeship programmes

In line with national and local priorities relating to this work stream, the College is committed to: • Full and part-time vocational and higher education training programmes • Supporting businesses in the sub-region to maintain a competitive edge and growth through the supply of talent, entrepreneurship and employability skills.

• Full-cost further and higher education programmes and short courses (accredited and non-accredited)

• Delivering an outstanding local higher education experience that meets the needs and aspirations of the local, regional, national and international community and reflecting the higher level skills priorities of the Region.

• Job Centre and other agency referrals

• Extending our range of bespoke customised provision that tackles ‘real time’ business problems to contribute to profitability and sustainability within the sub-region.

• Transforming lives through access to learning, training and support for the long-term unemployed returning to work.

• Investing in our community and people to develop a highly skilled workforce, capable of using available and emergent digital technologies.

• In partnership with Job Centre Plus and the Department for Work and Pensions, designing and implementing job-readiness programmes.

• Raising the basic skills levels for those ‘in work’ and minimising barriers to participation in further and higher education.

• Ensuring that service level agreements or memoranda of understanding, as appropriate, are utilised for multi-agency working to monitor performance and progress.

In line with national and local priorities relating to this work stream, the College is committed to:

• Extending the use of a Customer Relationship Management (CRM) system to consistently manage and inform the ‘employer journey’. • Ensuring the ‘Progression in Work’ ethos is identified with responsiveness, flexibility, quality and value for money. Returning to Work The College is committed to providing a range of flexible educational programmes and activities, from entry level to higher education, for young people and adults returning to work which are designed to enhance their skills base (including transferable and employability skills) and realise their potential within and throughout employment. It is important that we provide education to those returning to work to ensure that the UK’s skills base enables us to compete locally, regionally, nationally and internationally.

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Doncaster College Corporate Strategy 2013-16

Doncaster College Corporate Strategy 2013-16

Underpinning Themes

Maximising the Estate and Commercial Opportunities

The following themes will underpin our curriculum provision and approach to business in the context of meeting stakeholder needs, customer service and ensuring that national and local priorities are appropriately met:

Changes to funding qualifications and regulations require the College to optimise existing, and actively seek out, new commercial opportunities in order to ensure the financial viability and sustainability of the Organisation through:

• Fairness and equality of opportunity and the promotion of social inclusion and social mobility.

• Maximisation of the potential of the College estate by various means including improved room utilisation, providing a venue for the local community for a range of activities, hosting external events and conferences, hiring of facilities to external clients and full-cost leisure and recreational courses.

• Developing and embedding a range of skills and attributes in addition to those associated with the chosen programme of study to equip students for work, life and contributing to society.

• Further development of commercial activities through the Conferencing and Events Department. • Promoting access and progression to basic and higher level skills to individuals from backgrounds with historically lower rates of participation.

• Achievement of income targets for projects, partnerships and international delivery.

• Promoting student understanding of their responsibility for their own skills development via appropriate information, advice and guidance.

• Achievement of income targets for academies full-cost provision; both recreational and vocational, including converting or replacing provision on a full-cost recovery basis.

• Outstanding quality provision and services to meet the needs of students and employers.

• Further reducing the reliance on government funding thereby diversifying our income streams.

• Supportive and purposeful culture and leadership to develop a coaching and learning organisation focussed on continuous improvement.

• Recognition of areas of excellence and maximisation of their commercial potential.

• Inspiring learning and working environments that reflect our commitment to safeguarding and ensures the health, safety and wellbeing of the College community.

Such activities will enable the College to increase the percentage of total income derived from full-cost, business hire and business consultancy services.

• Appropriately skilled, experienced and motivated workforce able to respond and adapt to the changing needs of students and other stakeholders. • Active engagement with employers and other stakeholders to contribute to the development of the local economy and the prosperity of the community we serve. • Student and staff voice embedded as key elements in the College’s quality assurance framework through empowering and enabling students and staff to contribute to the decision-making process as it impacts on their learning and working experience. • Promoting the College and celebrating student success through marketing and publicity activities and the ambassadorial role of the College community.

College Strategic Goals Throughout the period of this Corporate Strategy, the College will achieve the highest standards in everything we do, striving to achieve the following goals: 28

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Doncaster College Corporate Strategy 2013-16

College Strategic Goals • Influencing the Borough Strategy and wider community agenda through effective and purposeful strategic alliances with key stakeholders to align College provision. • Recognition through local, regional and national awards as a mark of high quality provision, such as AoC Beacon Awards, Investors in People Recognition, Matrix Standard, Customer First Standard. • Self-assessment processes leading to measurable and quantifiable improvements. • ‘Outstanding/Successful’ overall Ofsted and Review of College Higher Education (RCHE) grades/outcomes at Inspection and Quality Assurance Assessment. • Effective and productive collaborative provision that enables us to achieve local targets and increase market share whilst enhancing our financial and quality profile. • A vibrant under16 student community engaged with learning at an early age and aspiring to progress through the Children’s University to Doncaster College. • Effective response to stakeholder feedback leading to consistently high levels of employer and student satisfaction. • Delivery of the College`s commitment to the local community through our Community Involvement and Employer Engagement Strategies. • Providing educational opportunities that prepare students for independent living and employment.

Putting the Strategy into Operation College goals overarch the strategic objectives which are translated into, and monitored via, key performance indicators. These are operationalised through annual objectives cascaded throughout the Organisation, thereby ensuring ownership and realisation of this Corporate Strategy.

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