Strategicplan September 2012 To July 2015

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1 BEXHILL COLLEGE Strategicplan September 2012 To July 2015 A summary

2 2 Our Current Position This review of our strategic plan is called to reflect the progress the College has made towards its vision of being an Outstanding College. The pace of change in education is high. In recent years Bexhill College has continued to face a profound period of change. The College moved into new purpose-built accommodation in 2004 and more recently we have been seeing the institutional and organisational change which was recommended as a result of the Hastings and Rother Area Review coming to fruition. The full impact of this change remains less certain. This is coupled with major national changes as a result of policies being brought in by the coalition Government following the 2010 Comprehensive Spending Review, changes to the curriculum and funding changes have impacted on the financial climate. All of these will have a major impact on the college over the next academic year. Key amongst these are the Wolfe Review and its impact on vocational education in the phase, potential changes in post 16 provider patterns, the Bexhill High BSF Project will become embedded and the continued impact of ICT on the learning process. In addition, two new Academies opened in St Leonards and Hastings in September Bexhill College has a strong history of academic achievement and responsiveness to learner needs. In 2011 the college succeeded in delivering an A Level pass rate that equalled or exceeded the National Average for the 18th consecutive year. Our financial position has been carefully managed and our role in the community is continuing to develop. We approach the challenges of change positively and with the potential to adapt. The Ofsted Inspection in November 2010 graded the college as Good and identified a trend of ongoing improvement. Success rates are consistently close to or above the national average and academic performance is less variable across the college. Value Added is good for AS/A2 and outstanding for BTECs. This Plan aims to pull together strategic thinking at the college. It identifies where the college is going and how it is going to get there. It builds on longstanding objectives as well as our future strategic direction. A portrait of the College in 2012 The facts and figures give an overview of the structure, size and quality of the College in learners including full time year olds and year olds learners including adult and HE learners Overall grade 2 from Ofsted 2010 including two Grade 1 s in curriculum areas Annual turnover of approximately 6.5 million 203 staff Top 20% of Sixth Form Colleges for advanced study in 2010

3 3 Vision Outstanding College, Outstanding Opportunities MISSION STATEMENT Bexhill College provides outstanding educational opportunities for the young people and the wider community of Rother & Hastings. STRATEGIC OBJECTIVES 1. To deliver, in partnership, an engaging, demanding and exciting full time programme 2. To achieve outstanding results that places the College in top 25% nationally 3. To provide high quality personalised support which enhances learning through outstanding teaching 4. To provide enriching opportunities which develop learners broader skills and increase their enjoyment, achievement, future participation and contribution to society 5. To contribute to the educational wellbeing of the local community and To maximise available technology to enhance the management and delivery of teaching and learning 7. To retain a highly qualified staff, committed to continuous relevant professional development 8. To promote and celebrate diversity and in so doing respect and value the individual ensuring all groups are equally successful 9. To maintain the College s strong financial base as outstanding 10. To promote continually a safe and inspirational learning environment Our Values The college is committed to four values which represent the way in which we achieve our objectives. These identify the expectations we have of students, staff and managers in terms of the way the College operates. These are: Teaching and Learning is our First Priority Equal Opportunities for all Learners Achieving Excellence by putting our ethos into action Meaningful Partnerships Outstanding College, Outstanding Opportunities

4 4 Our Plan Outstanding College, Outstanding Opportunities aims to reflect the aspirations of the College in terms of the quality of the educational experience it offers. As a vision, it is designed to have clarity for all stakeholders, be focused and measurable. The plan concentrates on our strategic objectives and how these are translated into the key priorities and direction for the next three years but is flexible enough to be adapted to reflect any changes in Government policy in this uncertain time for the public sector as a whole. Our priorities are: Our work Our 19+ work Our International work Our HE work In considering our priorities, aims and targets, we have taken into account local needs, the priorities of the Local Authority and EFA/SFA priorities for post 16 education. We have also considered the changing landscape of education and reflected how we will develop to take account of these changes. The plan outlines our overall targets for each area of our work. Our three year focus for each strategic objective is outlined and this is further supported by a summary of how we intend to achieve each objective. The Strategic Plan is a working document which is reviewed and updated on an annual basis with targets set accordingly. This enables the plan to be dynamic and responsive. The College has an important role to play in education and training across Rother and Hastings within a rapidly changing and very challenging environment. We are already a very successful college, having achieved Grade 2 in the last Ofsted inspection (November 2010). We believe this plan, its priorities and actions will enable us to improve our performance further to ensure we are even more successful in the future. Karen Hucker Principal Sue Taylor Chair of the Corporation

5 5 Our work By 2014, we will have a long established history of achievement rates above the national average for all levels of provision a comprehensive curriculum which makes us the preferred provider for year olds in Rother and Hastings established new apprenticeship opportunities as a response to ROCPA Our 19+ work By 2014 we will have maintained our history of achievement rates above the national average for all post 19 work an excellent reputation for the delivery of ALDD and basic skills work in the community a comprehensive recreational programme for adults both during the evening and day Our international work By 2014 we will have an effective international provision which enriches the College community Our Higher Education work By 2014 we will have strengthened our links with HE institutions to mutual benefit developed and launched an HE programme in one curriculum area

6 6 Strategic Objectives: 3 Year Focus Section 3 Strategic Priority 2012/ / /15 To deliver, in partnership, an engaging, demanding and exciting full time programme. Continue to strengthen links with other providers across H & R Contribution to Partnership board ensures access to high quality learning across Hastings and Rother for all learners. Local schools from Rother represent 60% of the Colleges intake each year. Embed skills centre work within funding constraints. Working with all post 16 providers to ensure the curriculum is implemented and ROPA covered. Provision within the Skills Centre is high quality College is preferred provider for 70% of young people locally College maintains itself as the preferred provider for 70% of young people locally. To achieve outstanding results that places the College in top 25% nationally. Success rates exceed the national average at all levels by 2% No subjects under national average. Value added to be graded 4 or above for each type of qualification offered 2/3 of the College to be grades as 1 in self assessment (4 curriculum areas and 3 cross college areas) To maintain high levels of performance. TTo maintain high performance levels which enable the college to self assess three quarters of its provision as grade 1. To deliver PSES effectively. To provide high quality personalised support that enhances learning through outstanding teaching. The ILP becomes a central document for student monitoring. Parent portal is live and ILP and other information is available to parents on line New VLE is developed to provide more individualised support Use of the portals across the college is embedded VLE becomes embedded VLE expanded To provide enriching opportunities which develop learners broader skills and increase their enjoyment, achievement, future participation in society and contribution to it. Maintenance of a compulsory enrichment programme which incorporates ECM issues in the light of reducing funding. Maintenance of College Charity work Develop the international/global dimension Continue to evolve and develop a range of opportunities that support the academic provision to develop a rounded young person who can cope with modern life and a changing world. College has a reputation for a balanced curriculum offer which develops a flexible young person. To contribute to the educational wellbeing of the local community, and 19+ Provision of focused adult education provision which reflects the strengths of the college Continued delivery of vocational learning for year olds across Rother and Hastings in partnership with local schools A bid for HEFCE units submitted and HEFCE units for 13/14 secured HE delivery started Full time ALDD offered for 19-24yrs provision extended to other partner schools Increased Adult Education provision offered IHE delivery extended offer maintained ALDD maintained To maximise available technology to enhance the management and delivery of teaching & learning. All staff utilise ILT teaching and learning including the VLE. Development of pedagogy to use new technology in teaching and learning All teaching and learning makes full use of the portal to support delivery both inside and outside of the classroom. ILT continues to make teaching and learning more accessible and effective. To retain a well qualified staff, committed to continuous relevant professional development. PDC adapts to changing needs of the organisation through establishing a professional learning community. All staff access the PDC. 1PDC drives self improvement through the culture of the college All staff actively seek personal development. PDC provides support for external staff development To promote and celebrate diversity and in so doing respect and value the individual. Equality issues continue to be embedded in the college calendar, tutorial programme and curriculum delivery. Awareness of underperformance in terms of equality and action taken College maintains outstanding for equality and diversity. College maintains outstanding for equality and diversity. College meets outstanding for equality and diversity issues To maintain the college s strong financial base as outstanding. Achieve outstanding category for Finance. Achieve an operating surplus of 2%. Address further surplus if accommodation strategy required this Financial category of outstanding is maintained in light of financial challenges and building developments College maintains outstanding financial category. College maintains outstanding financially in the light of a challenging financial position. To continually promote a safe and inspirational learning environment. Theatre development is realised Maintain safeguarding grading of 1. Outdoor studio and wet lab developed; pavilion refurbished Salon opportunities explored Salon accommodation is secured College maintains outstanding for safeguarding On-going maintenance and upgrading of accommodation College maintains outstanding for safeguarding On-going maintenance and upgrading of accommodation

7 7 How Will We Do This? S.O.1: To deliver, in partnership, an engaging, demanding and exciting full time programme: Improving progression rates from local schools to Bexhill College through collaborative activities Continually review current curriculum offer including response to changes to the vocational curriculum and continue to use the curriculum to extend areas of specialism through the academy lines. S.O. 2: To achieve outstanding results which places the College in the top 25% nationally: Ensuring consistent performance resulting in equality of opportunity for all students in terms of experience. Delivering innovative and engaging lessons which use Assessment for Learning as a tool for driving up achievement. Increasing the monitoring of ongoing progress of students to ensure high performance. Providing timely and accurate information for staff and parents as a catalyst to support students Offering support activities through the study centre for student to drop into outside of lessons to develop study skills Maintaining a central focus on teaching and learning strategies to improve student outcomes through staff development and training and sharing of good practice. Improving the clarity of target setting at all levels ensuring targets are set early and monitored throughout the year S.O 3: To provide a high quality personalised support that enhances learning through outstanding teaching: Delivering a strong effective induction for students which highlight support needs early which are addressed effectively Extending gifted and talented activities project to include a monitoring system for all G & T activities within subject areas/sections SO 4: To provide enriching opportunities which develop learners broader skills and increase their

8 8 enjoyment, achievement, future participation and contribution to society. Continuing to extend the enrichment offer, tutor support and extension activities for all learners outside of the classroom to enhance student learning Working with the student representatives to ensure that that there is a functioning and proactive Student Board which has a purposeful and strong Student Voice. Extending the Careers Academy to other areas of the college Developing the careers advice both within and outside of college in partnership with other providers SO 5: To contribute to the educational wellbeing of the local community and 19+ Providing of focused vocational offer in partnership with local schools Developing the apprenticeship provision to support local businesses Continuing to offer a focused adult education provision Developing the community based work including ALDD provision Development of HE provision which meets the needs of the local community workforce SO 6: To maximise available technology to enhance the management and delivery of teaching and learning Effectively implementing a data strategy for the college to deliver effective management and delivery of teaching and learning Continuing to improve the accessibility and use of data by staff to improve monitoring of students performance Embedding the use of the portals as key vehicles of communication with staff, parents and students SO7: To retain a well qualified staff committed to continuous relevant professional development Providing a programme of training and support for experienced staff and staff new to the College to enhance their professional development Developing the outstanding teachers scheme to support improvements across the college. Continuing to extend and embed a successful carousel of training to support improvement across the college including the sharing of good practice.

9 9 SO 8: To promote and celebrate diversity and in doing so respect and value the individual ensuring all groups are equally successful: Continuing to develop and implement the promotion and celebration of diversity throughout the year within all areas of the colleges work Ensuring effective analysis of data in relation to performance of different groups and action taken as needed SO9: To maintain the colleges strong financial base as outstanding Ensuring innovative and effective marketing attracts students and ensures recruitment targets are met Maintaining controls on pay expenditure to ensure a level consistent with the sixth form sector average. Maintaining an up to date knowledge on potential funding changes in the current financial climate and make strategic decisions accordingly Continuing to identify opportunities to achieve savings on some elements of non-pay expenditure where relevant. Ensuring all expenditure is necessary and represents value for money through effective procurement Exploring new markets as avenues for additional funding SO10: To promote continually a safe and inspirational learning environment Reviewing and updating the learning environment to ensure it promotes and inspires learning Reviewing the accommodation strategy and the 10 year long term maintenance programme to ensure that the strategy fits the strategic plan and that sufficient funds are available for the maintenance of the buildings.

10 BEXHILL COLLEGE Strategicplan F Penland Road. Bexhill on Sea. East Sussex. TN40 2JG Telephone Fax Principal: Karen Hucker

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