1 Introduction Tower Hamlets College Strategic Plan Inspiring people Inspiring our communities Updated: July 2012
2 Contents Contents Section Page 1. Introduction 3 2. Our Progress in the Period Statement of Strategic Intent 5 4. Strategic Aims 6 5. The Community we Serve and Shaping the Strategic Plan 7 6. Delivering the Strategy 8 7. Our Journey Linked strategies, Monitoring and Review 15 Removing Barriers Raising Achievement for Everyone
3 Introduction INTRODUCTION Updated July 2012 We are now at the mid-point of our Strategic Plan This has given us an opportunity to review the progress we have made over the last two years and to make some adjustments to our targets and priorities. A summary of the progress we have made is set out on Page 4. Our Strategic Plan 2010 to 2014 continues to build upon our commitment to the Tower Hamlets community while at the same time helps us respond to the rapidly changing world in which we find ourselves and repositions our purpose towards preparing people for employment and their careers. The four strategic aims that have guided the work of the College over the last two years remain. These are concerned with ensuring we deliver an outstanding learning experience for students; that we engage and respond to our communities; that we support the development of our staff; and that we remain in outstanding financial health and continue to invest in our estate. Our distinctive identity, vision and mission allows us to retain our traditional commitment to widening participation, access and opportunity improving skills and personal confidence and helping individuals and employers to realise their aspirations. We operate within one of the most exciting and diverse areas in the country. Given our location, with Canary Wharf on our doorstep, within the Thames Gateway development and serving a diverse community, we know there are large areas of potential growth and untapped demand. We have developed a portfolio of provision that encompasses academic and vocational skills training for young people, adults, the community and employers. We have added to this over the last two years through the introduction of a new technical skills curriculum, improvements progression routes for students and the development of English Plus qualifications for ESOL. The College believes there are opportunities for growth within financial services and the sectors that support it, maths and science-based subjects, health and care, digital media and technology, technical skills and ESOL and will promote and invest in these as areas of specialisation. While we can be proud of the progress we have made we still face many challenges. Our priorities therefore remain the need to: continue to reform and develop our skills based curriculum; address Ofsted s recommendation to ensure at least 75% of our teaching is assessed as good or better; improve still further our success rates to as a minimum national averages in all areas; set a strategy for growth by introducing new provision for year olds, developing courses that support adults into work and strengthening our employer and business enterprise activities; and maintain the investment in our estate. Our Vision by 2014 is to be recognised as a successful, respected and adaptable further education college, that equips our students for their future success by providing an outstanding teaching and learning experience. We will seek to advance the economic and social prosperity of our Communities through far-reaching engagement with individuals, employers and with partners. Our Strategic Aims have been drafted with a view to combining a commitment to our Mission with a commitment to playing our part in the community more generally. The high level strategic aims which will guide our future work are as follows: 1. Deliver an outstanding teaching and learning experience to enrich all our students and ensure they are equipped for their future careers (An Outstanding Learning Experience) 2. Advance economic and social prosperity by extending our work with employers, the public sector and the wider community (Engaging and Responding) 3. Create a diverse, agile and adaptable workforce that can respond to the demands of our students (Developing Our Staff) 4. Provide outstanding financial and physical resources to support an independent, successful and secure College (Improving Our Sustainability and Efficiency) This strategic plan will be supported by an annual operational plan that will set out a series of objectives in relation to the curriculum and key service functions. Michael Farley Principal
4 Our Progress in the Period OUR PROGRESS IN THE PERIOD We are now at the mid-point of the Strategic Plan The assessment is that reasonable progress has been made towards achieving the objectives and targets that were agreed in July Our Ofsted inspection in May 2012 endorsed the progress we have made and clearly set out areas for improvement. A success rate of 76% was achieved in 2010/11 and this is expected to increase again in 2011/12. The College s financial position has improved significantly. We recruited 700 more adult students in 2011/12 compared to the previous year. Our apprenticeship numbers have increased significantly. Targets for recruitment, however, have proved difficult to achieve over the last two years as a result of the withdrawal of Education Maintenance Allowance and increased competition from school sixth forms. The College measures its progress against the Strategic Plan through a series of headline improvement targets, and progress against these over the last two years is as follows: 1. Deliver an outstanding teaching and learning experience to enrich all our students and ensure they are equipped for their futures Success rates improved from 65% to 76% are expected to increase to 79% in 2011/12. 84% of young people and 77% of adult applicants progressed to university. Weaker attainment measured against most equality and diversity strands has been addressed. Ofsted assessed Capacity to Improve as Good. Teaching and Learning was assessed by Ofsted as Satisfactory. Revised quality assurance arrangements, although these need to be applied consistently. Curriculum restructure (September 2010) has strengthened progression pathways. Achievement of Matrix Standard for information and guidance services. 2. Advance economic and social prosperity by extending our work with employers, the public sector and the wider community Introduction of technical skills curriculum. Expansion of Apprenticeship programmes. Increased recruitment of adult students. Introduction of English Plus vocational programmes within ESOL. Partnership activities maintained with Tower Hamlets Council, colleges, employer networks, JobCentre Plus. 3. Create a diverse, agile and adaptable workforce that can respond to the demands of our students Curriculum restructure and business reviews within support areas have improved the efficiency of operations. Improvements in communication with staff through regular briefings. Leadership programme for middle managers has been delivered. Leadership and Governance assessed as Good, with a greater degree of scrutiny and challenge at Board level. 4. Provide outstanding financial and physical resources to support an independent, successful and secure College Significant improvement in financial management and control, resulting in a break-even position for 2010/11. College finances remain assessed as Outstanding by SFA. Staff costs maintained at 70% or below, with agreed financial objectives, despite 7 million funding reduction. Significant capital investment programme for IT and general maintenance commenced. Long-term property strategy agreed and rationalisation of the estate commenced.
5 Statement of Strategic Intent STATEMENT OF STRATEGIC INTENT Our statement of strategic intent pursues our vision to be an outstanding College. It has three components: Our Vision Our vision by 2014 is to be recognised as a successful, respected and adaptable further education college, that equips our students for their future success by providing an outstanding teaching and learning experience. We will seek to advance the economic and social prosperity of our communities through far-reaching engagement with individuals, employers and with partners. Our vision means by 2014 Tower Hamlets College will be: Providing outstanding teaching and learning and support for students and to be recognised as achieving at this high level, based on externally validated quality measures and student satisfaction. Delivering a portfolio of skills based courses that meet the needs of individuals and employers. Recognised as a leading provider for employability and enterprise training, providing innovative opportunities to help people find employment and preparing our students for their future careers. Positioned at the centre of our communities; maintaining our key role in supporting positive community relations with Skills for Life and ESOL a key part of our strategy. Offering a thriving programme of higher education and professional level courses with appropriate progression opportunities for our students. Agile, relevant and responsive to changes in the labour market, to employers and to the community we serve. Our Mission Removing Barriers. Raising Achievement. For Everyone. Removing Barriers - Our purpose is to remove the barriers that stand in the way of personal and economic choice of individuals. Raising Achievement - Our purpose is radically to improve the skills, qualifications and personal confidence of individuals and in so doing contribute to economic prosperity. It is our ambition to raise success rates and outcomes for our students to enable them to progress with their education or in their careers. For Everyone - Our purpose is to be the College of choice and opportunity for students for all ages, abilities and backgrounds and for employers. Whilst the College s main target is Tower Hamlets residents, the breadth and diversity of our programme is maintained by drawing students from a wider catchment area. Our Values The College has defined a set of core values which inform and guide all aspects of our work: Excellence delivering outstanding courses and services to inspire and motivate our students. Student centred - placing the interests of the student at the centre of all College activities, maximising their potential and celebrating their success. Innovation and creativity being confident and knowledgeable, demonstrating imagination and innovation. Respect mutual respect and acting with integrity in all staff and student relationships. Inclusiveness maintaining our distinct community commitment. Celebrating a rich social and ethnic mix. Influence giving advice and support to help shape the education, social and economic priorities across the communities we serve.
6 Strategic Aims STRATEGIC AIMS Our Strategic Aims have been drafted with a view to combining a commitment to our mission with a commitment to playing our part in the community more generally. The high level strategic aims which will guide our future work are as follows: 1. Deliver an outstanding teaching and learning experience to enrich all our students and ensure they are equipped for their future careers (An Outstanding Learning Experience) Strategic objectives: Improving success rates for all students Improving the quality of teaching and learning Expanding the College s skills based curriculum Improving the range and impact of student support 2. Advance economic and social prosperity by extending our work with employers, the public sector and the wider community (Engaging and Responding) Strategic objectives: Providing high quality, comprehensive provision Delivering a skills based curriculum for adults and employers to support economic prosperity Expanding our higher education provision Securing successful projects and partnerships that engage our local communities and promote education and social cohesion Developing a clear identity for Tower Hamlets College that raises the College s reputation 3. Create a diverse, agile and adaptable workforce that can respond to the demands of our students (Developing Our Staff) Strategic objectives: Improving organisational performance and professional development Developing leaders and management skills across the College Improving Corporation Board effectiveness 4. Provide outstanding financial and physical resources to support an independent, successful and secure College (Improving Our Sustainability and Efficiency) Strategic objectives: Remaining a College with outstanding financial health Improving the efficiency of our operations Ensuring our students have access to a safe, secure and good quality learning environment
7 The Community we serve and Shaping the Strategic Plan THE COMMUNITY WE SERVE The London Borough of Tower Hamlets is characterised by considerable diversity. Since 1991, the development of Canary Wharf as a major financial district has brought considerable infrastructure development to Tower Hamlets. Beyond this, the area is typified by a mix of modern apartment accommodation and housing association stock. The Borough s population is set to increase over the next 10 years, with additional housing and education and training provision all scheduled. Tower Hamlets is a young and ethnically diverse Borough; 56% of the population is non-white and 70% are under 30. The largest ethnic group other than white British is Bangladeshi, accounting for 30% of residents. Tower Hamlets continues to be one of the most disadvantaged areas in the country (currently rated third most deprived out of 374 English local authority districts), with unemployment nearly twice the London average. The nature of the population is illustrated by examining the postcodes of the College s students, with 90% coming from widening participation backgrounds. The economic activity rate in Tower Hamlets is the lowest in the country. 78 different languages are spoken. Fifty-seven per cent of school pupils are entitled to free school meals and child poverty levels are the highest in the country. One in three households has no wage earner and more than a quarter of all residents have no qualifications. SHAPING OUR STRATEGIC PLAN Our strategic plan has been developed at a time of accelerated change for the learning and skills sector and when the impact of the recession is presenting severe restrictions on public sector funding. An increasing level of accountability to local communities and the need to secure public services more efficiently and effectively create considerable challenge and change for our operations. For Tower Hamlets College this means increasingly aligning our priorities and actions with the social, economic and employment priorities of the communities the College serves, which we see as Tower Hamlets and the east London sub-region. The raising of the participation age for young people creates an opportunity for the College to develop further its full time programmes for 14 to 19 students, including academic and vocational and apprenticeship routes. For adults and employers, there will be an increased focus on professional and higher level skills, action to continue to improve basic skills and initiatives to support programmes in key sectors, including Science, Technology, Engineering and Maths based subjects and digital technology. To achieve the ambitions set out in this strategic plan the main differences that the College identifies for the context of our operations in the period to 2014 period are: The need for even closer alignment with London Borough of Tower Hamlets priorities. The impact of the recession and the challenges that will be presented across the economy and for public sector funding in general. The need to shape our provision to respond to the raising of the participation age to 17 by 2013 and to 18 by The need to adapt successfully to fundamental changes in the planning and funding of further education more generally. The opportunities provided through developments at Canary Wharf. The need to meet the demands on colleges of the new freedoms and flexibilities agenda.
8 Delivering the Strategy DELIVERING THE STRATEGY AN OUTSTANDING LEARNING EXPERIENCE 1. Deliver an outstanding teaching and learning experience to enrich all our students and ensure they are equipped for their futures The College s aim is to provide outstanding teaching and learning and support for students and to be recognised as achieving at this high level, based on externally validated quality measures and student satisfaction. To achieve this, the drive for success at the College must remain strong and the support for students must be targeted and personalised to address individual needs. The success of all our students is a collective responsibility for staff across the College. All our programmes of study will embrace a clear academic, vocational and practical focus with particular emphasis on the knowledge, skills and abilities needed for employment, study and life. Mechanisms for collecting and responding to student satisfaction will be strengthened. Retention and student satisfaction will continue to be enhanced through a provision of social, cultural and recreational activities. We will provide an outstanding experience for our students through our teaching, learning and social activities by: 1.1 Improving success rates for all students Deliver a teaching and learning strategy that maximises individual achievement and ensures success rates remain high by comparison to national averages and our competitors. Increase the proportion of high grades for young people and achieve positive value-added rating for our students according to the nationally recognised measures. Address any patterns of weaker attainment that might emerge for groups of students, in line with our commitment to equality and diversity. Ensure that initial assessment of individuals needs routinely informs lesson and course delivery. Improve the target setting process through training for tutors and teachers and take further steps to monitor student progress more rigorously. Review numeracy and literacy strategies across College and the effectiveness of teaching to ensure students are supported and developed. Take further steps to personalise the curriculum and its delivery, especially through e-learning. 1.2 Improving the quality of teaching and learning Develop a new lesson observation strategy that improves the rigour of observations with greater emphasis on development and support and targeted peer review. Increase the proportion of good and outstanding teaching to 75% by 2012/13 through rigorous and targeted continuous professional development. Develop resource materials related to subject based and cross College priorities, including an in-house online portal. Appoint Advance Practitioners to support the development of high quality curriculum delivery and provide formalised peer support. Develop innovative and exemplary approaches to teaching and personalised learning that inspire and motivate our students to enable them to fulfil their potential. Share good assessment for learning practice and develop training for teachers. Establish key termly themes of teaching and learning development.
9 Delivering the Strategy 1.3 Expanding the College s skills-based curriculum offer Expand the College s curriculum offer to deliver a portfolio of skills based courses that meet the needs and demands of young people, adults and employers. Promote and strengthen as areas of excellence and specialisation provision in financial services, maths and sciencebased subjects, health and care, digital media and technology, technical skills and ESOL. Create clear pathways that provide the best route for all our students to succeed and secure improved opportunities to progress into further and higher education and into employment. Embed employability and enterprise skills more generally into the curriculum. Promote innovation and develop strategies to share and spread good practice across the College. 1.4 Improving the range and impact of student support Refocus the tutorial system to ensure it has a positive impact on student attendance and success. Maintain our excellence in student support and provide personal development opportunities for students at all stages of their learning journey to maximise their potential to succeed and to progress. Improve communication with students and stakeholders so that their views and feedback are central to College planning and quality improvement. Enrich our students by providing an outstanding programme of social and cultural activities. Measurements will include: success rates; lesson observation grades; student progression; Ofsted judgements; results of other external assessments; student destinations; student satisfaction. ENGAGING AND RESPONDING 2. Advance economic and social prosperity by extending our work with employers, the public sector and the wider community The College needs to adapt successfully to fundamental changes in the planning and funding of further education. This includes the need to respond to the raising of the participation age and the need to strengthen links with employers and extend our strategic partnerships with economic development and business support agencies. There is a need to maintain a responsive approach to LBTH priorities on the part of the College, especially those targets related to educational attainment, skills and employability. The College will continue to widen access working in partnership with schools, other colleges private training providers, community partners, universities and employers to develop new provision and varied pathways that facilitate individual progression. We will continue to work with groups at risk of being marginalised, for example unemployed, migrant workers, people leaving looked after provision and young carers. We will advance the social and economic prosperity of our communities by:
10 Delivering the Strategy 2.1 Providing high quality, comprehensive provision Increase the participation of young people aged through partnerships with schools and LBTH for the year olds, including courses specifically designed for learners at risk of falling into the NEET category. Explore potential models for full-time delivery, building on our work leading the KS4 programme. Respond appropriately to curriculum developments, including the requirement for students to achieve GCSE Maths and English. Expand the College s Apprenticeship offer with a focus on hair and beauty, retail, customer services, business administration, health and care, hospitality and leisure. Keep under review the College s A Level offer for young people in light of competition from local schools. 2.2 Delivering a skills based curriculum for adults and employers to support economic prosperity Strengthen further the skills and employability focus of our courses. Develop market leading training opportunities for employers that address local skills gaps and competitiveness. Strengthen our work with employer groups/networks to support our business enterprise objectives. Develop employability programmes in partnership with JobCentre Plus and employers to support progression of students into employment. Actively promote the College s TowerSkills brand. Expand the College s Apprenticeship offer with priority towards the group. 2.3 Expanding our higher education provision Extend partnership working, through strategic arrangements with a core group of regional higher education institutes and employers to meet higher level skills needs. Design and offer a portfolio of higher education/level 4 professional qualifications in all faculties to meet the skills needs of employers. Improve progression and access to higher education for students, in particular within the College through improved marketing and Information, Advice and Guidance activities to ensure successful course completion. 2.4 Securing successful projects and partnerships that engage our communities and promote education and social cohesion Position the College at the centre of our communities; maintaining and promoting our key role in supporting positive community relations with Skills for Life and ESOL a key part of our strategy. Establish the College as the first choice partner for the LBTH and its strategic partners for skills, education and employability training. Extend community activities and learning for leisure to reach and benefit a wider section of our community. Provide programmes that support social inclusion, through partnerships with voluntary and community organisations, lifelong learning services, children s services, universities, schools and other learning providers. Continue to secure appropriate sources of funding to enable any deficit needs that are identified to be addressed. Work with partners to make the most of the potential of the 2012 Olympics legacy.
11 Delivering the Strategy 2.5 Developing a clear identity for Tower Hamlets College that raises the College s reputation Actively promote the College s vision, mission and ambitions to be an outstanding further education College, Introduce new approaches, including digital technology, to engage with students through appropriate communications networks. Ensure the College celebrates its successes and achievements to raise its profile and reputation further. Promote the College s role as an influential partner for education, social and economic prosperity across the East London sub-region. Measurements will include: Recruitment of young people and adults, including apprenticeships and higher education; performance against priority targets from the EFA/SFA/; increase in employer engagement activities; increase in full cost programmes; employer views; progression into employment; economic development and adult learning partnerships with LBTH; partnerships with schools and through the Partnership for young people; HE partnerships and progression agreements; contribution to improving skills levels; shared service agreements with other organisations. DEVELOPING OUR STAFF 3. Create a diverse, agile and adaptable workforce that can respond to the demands of our students We will prioritise the development of our staff. We will attract, recruit and develop a diverse, high performing, agile, adaptable and motivated workforce that is responsive to the changing priorities and needs of our students, our community and the College. We will seek to create an efficient, responsive and collaborative culture defined by high participation and corporate responsibility. We will ensure the College s workforce is equipped with the skill levels required to support the delivery of the curriculum portfolio and associated business objectives by: 3.1 Improving organisational performance and professional development Develop and embed organisational development practices that lead to the retention and development of a flexible high performing and professional workforce. Engage, communicate and consult with staff in a manner that encourages and values their active involvement and supports the maintenance of positive staff relations. Introduce additional incentives and forms of recognition to motivate and retain individuals and staff. Introduce a more sustainable and appropriate model for continuing professional development plan that addresses the essential training needs of the College. Review the appropriateness and flexibility of different models of employment. 3.2 Developing leaders and management skills across the College Develop the expertise of managers and leaders at all levels within the College through introductory management programmes. Build in clear succession planning into our human resource and staff development programmes. Embed a performance-based culture of quality and continuous improvement, where high expectations are encouraged, supported and fulfilled.
12 Delivering the Strategy 3.3 Improving Corporation Board effectiveness Continue to keep under review the appropriateness of governance arrangements to support the College s long-term objectives and to ensure the highest standards of corporate governance are maintained. Support the development of members skills and knowledge, including encouraging appropriate involvement of Governors in the work of the College. Ensure the performance and effectiveness of the Board is assessed on an on-going basis. Measurements will include: workforce diversity; staff turnover; staff development participation; introduction appraisal and development review for staff; qualification and skills of the workforce; staff satisfaction surveys; internal communications. IMPROVING OUR SUSTAINABILITY AND EFFICIENCY 4. Provide outstanding financial and physical resources to support an independent, successful and secure College In the face of tightening public sector funding, increased competition and commissioning of provision, financial stability is essential to the achievement of the College s vision and the aims within this strategic plan. The financial strategy pursued by the College must support our capital investment priorities. At the same time, the College maintains its commitment to outstanding category financial health as being the norm, throughout the period of the strategic plan. Improving institutional sustainability will mean that the College s offer will be tailored to support income growth. The College will need to reduce its dependency on traditional core funding routes as well as increasing income from other sources. At the same time we will continue to review and refine our services to ensure they are delivered effectively and efficiently. Investment in our estate will remain a priority to ensure that the College provides high quality, accessible accommodation and physical resources for students and staff. The College s property strategy and accommodation review has been completed. This will inform future investment requirements against our curriculum priorities. We will maintain our financial strength and ensure students have access to high quality learning environments by: 4.1 Remaining a College with outstanding financial health Achieve the College s overall financial plan and maintain outstanding Category financial health, with break-even budgets as a minimum. Ensure the College s long-term viability by increasing non-core income generating and commercial activities, reducing the dependency on core funding contracts. Operate a robust risk management framework with a view to minimising the College s financial and other risks. Keep under review the feasibility of alternative organisational structures, models and partnerships that help secure the College s long-term future. Ensure staff costs as a percentage of income are brought in line with the sector average.
13 Delivering the Strategy 4.2 Improving the efficiency of our operations Achieve the most efficient curriculum delivery model by further developing the curriculum and business planning processes. Embed enterprise and sustainability into our business models and the ethos of the College. Identify ways of operating more effectively and efficiently by drawing on good practice within the sector and outside of the sector, including shared services and partnership arrangements. Maintain high levels of staff efficiency and achieve good value for money for all non-pay costs. Invest in and utilise technology to make our working practices more efficient, effective and reliable. 4.3 Ensuring our students have access to a safe, secure and good quality learning environment Agree a 5 year capital investment plan that supports the aims of our property strategy. Position the College delivery in locations and adopt methods that best serve our community and our partners, exploiting the unique position of the Poplar campus. Ensure that our property planning takes account of the requirement for high quality flexible and adaptable accommodation, which maximises the capacity to deliver and implement a full range of appropriate learning technologies. Contribute to financial and other efficiencies by accommodating provision in a space efficient manner, operating and maintaining premises and sites in the most cost effective way practicable. Ensure that building developments and operations are designed in such a way as to contribute to national environmental targets and create truly accessible facilities. Maximise the use of our physical resources by opening them up for community use. Measurements will include: Forecast operating surpluses; % staff costs to income; income growth through full cost and commercial sources; achieve priority targets; efficiency benchmarking; achieve targets within the property strategy and estates investment plans; environmental sustainability.
14 Our Journey OUR JOURNEY Our Target by 2011/12 Progress against target 2011/12 By 2012/13 By 2014/15 Overall Effectives: Satisfactory Overall Effectiveness: Satisfactory Overall Effectiveness: Good Overall Effectiveness: Outstanding OFSTED inspection and self-assessment judge the College to be satisfactory. Our Quality Improvement Plans identify our priorities to enable more students to succeed and progress. Our attention will be given to improving success rates for all students, with a particular focus on achievement. Ofsted inspection judged the College to be Satisfactory, with good capacity to improve and good leadership and management. A revised Quality Improvement Plan highlights the need to raise standards in teaching and learning and success rates still further. We will continue to make the changes necessary that improve the impact of our teaching and support services for our students and our communities. We will have developed a thriving skills based curriculum. Our work will be more closely aligned to the employer and socio-economic priorities. We will be recognised as a preferred education and training provider within the LBTH. Our teaching and support will be regarded as innovative and outstanding. Through the implementation of our Property Strategy, we will have high quality teaching and learning facilities. We will continue to support the development of a modern, professional workforce. Targets: Success rate of 77% 20 young people aged young people aged Apprenticeships 4000 Adult students 40 Higher Education students Financial category Good We have achieved: Success rate of 76% in 2010/11 10 (14 & 15 year olds) 1712 young people aged Apprenticeships 4016 Adult students 27 Higher Education students Financial category Outstanding Targets: Success rate of 80% 50 young people aged young people aged Apprenticeships 4000 Adult students 40 Higher Education students Financial category Outstanding Targets: Success rate of 82%. 80 young people aged young people aged Apprenticeships 4500 Adult students 100 Higher Education students Financial category Outstanding
15 Linked Strategies, Monitoring and Review LINKED STRATEGIES, MONITORING AND REVIEW Supporting Strategies A series of linked strategies by business support service will be produced that support the delivery of this strategic plan and our high level strategic aims. These strategies will include: Curriculum and Quality Human Resources Finance Information Technology Information Services Student Services Marketing Property Strategy and Accommodation Plan Annual Development Plans Each academic year all College faculties and business support service areas will produce a development plan that provides a summative view of the priorities for the subsequent academic year. Development plans will be linked to our strategic aims, securing continuity between the College s strategic aims and delivery plans. College Operational Planning and Corporate Goals The College s annual operational plan sets out a series of objectives in relation to its key curriculum and support service functions. The priorities for action are consistent with the College s strategic aims and objectives. Corporate Goals set out the significant strategic and operational activities that arise from the operational plan that the College wishes to achieve in an academic year. Corporate Goals are approved each year by the Governors, with progress monitored at each Corporation Board meeting. Monitoring and Review Progress against this strategic plan will be reviewed by the College s senior management team annually and reported to the Corporation Board.