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Strategic Plan 2017- 20

Contents Page

Process and Strategic Planning timeline 4

Introduction, Content and Positioning 6

Mission, Values and five Strategic Aims 9

Financial Health and Financial Forecast/Plan 10

AppendicesKPIs and Targets 11

Success rates, teaching, learning and assessment 12

Level of good or better teaching in the college 14

Finance - key financial performance targets 14

Process and Strategic Planning Timeline

The Strategic Planning process to update the Strategic Plan for the period 2017-20, is outlined below.

With the college being given the ‘stand-alone’ outcome from the government’s area review process, it is now able to strategically plan with a certain future.

The College has continued to address its financial position whilst further improving the learner outcomes in line with the previous strategic plan.

The college has had a fantastic twelve months in 2016 which included:

a glowing Ofsted report which comments on the Colleges very High Success rates and excellent teaching and learning and exceptional learner behaviour and attitude

recognised by the government for its excellent employer engagement with a best practise visit from the DFE,

excellent Higher Education review by QAA (one of the best in the country in 2016) Won the Somerset Large Employer of the year award Presented with a £10m helicopter from Leonardo which launched Yeovil College as

their preferred training partner Building two new training facilities to support the training needs of EDF The only college in Somerset to achieve 100% pass rate for A levels The only college in Somerset to achieve a financial surplus in 2016

The planning period will continue to address the financial challenges of the college whilst realigning the resources to meet the many changes in the post 16 sector including the recommendations of the post 16 skills plan.

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* At this stage the strategic development of the College for the 2017-20 period is agreed by the Corporation. The outcome will be shared with staff/students.

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February – April 2017Strategic Options Development Phase with management team on

To include:

i. Growth of priority areasii. Business Development

(commercial opportunities)iii. Market sector growth analysisiv. Policy/funding/economic

factors incl. area reviewv. Cost effective delivery model

9 May 2017 CMT Strategy Event Draft Strategic Options

15 June 2017 Corporation Strategy Event Strategic Options fully considered including:

Developments from draft options

Feedback from staff/students/ stakeholders

6 July 2017 Corporation meeting* Supported by:

i. Final funding allocations 2017-18

ii. 3 year Financial Planiii. 1 year Delivery plan (Operating

Statement) 2017-18

10 May - 14 May 2016 Staff/student/stakeholder consultation on draft proposals

Strategic Planning Timeline

Introduction

Context and Positioning

The college faces a number of opportunities and challenges over the planning period 2017-20. The Government’s decision to commit to the current level of funding for the life of the parliament enables greater stability across the planning period of this three year strategic plan. However, the introduction of the apprenticeship levy (May 2017), the Post 16 skills plan (Sept 2019) supported by its Industrial Strategy (January 2017) has brought a great deal of future change and uncertainty to the sector.

It is therefore, essential that the college has a proactive approach to these changes that bring many opportunities as well as threats.

The latest Ofsted inspection judgement of ‘Good’ (October 2016) enables the college to move forward with confidence and enabling it to develop its education and training services to meet the needs of individuals, employers and the wider community for the foreseeable future. The inspection was a big success for the college at a time when many providers were struggling with the new, tougher, Common Inspection Framework. The inspection report reads extremely positively with comments such as:

Governors, senior leaders and managers, working closely with staff, have ensured that the quality of provision and outcomes for learners have improved over the previous three years.

College leaders have improved the quality of provision. They have created a culture in which staff work resolutely in the best interests of their learners and the college is a purposeful community.

Excellent and productive partnerships with the college’s local communities, especially with local employers, ensure that courses prepare learners well for progression to employment or further education and training.

The college has continued to make excellent progress in raising its reputation in the local community and is now becoming the first choice for many and a prime partner of significant employers such as Yeovil Hospital and Leonardo Helicopters which has resulted in financial support and sponsorship e.g. Leonardo supplying a Lynx Helicopter.

Creating a financially stable and resilient college will continue to be the main priority for the planning period against a backdrop of uncertainty with funding methodology changes, especially the apprenticeship levy and the move to the new ‘standards’.

The college was judged as financially ‘inadequate’ by the SFA based on the financial outturns for 2014-15. This was caused by a number of historical factors that have now been corrected. A full Financial Recovery Plan was implemented which set out for a positive surplus budget from 2015-16 onwards. This was achieved in 2015/16 which resulted in Yeovil College being the only college in Somerset to report a surplus. The College will continue to be monitored by the ESFA until the financial ‘notice of concern’ is lifted.

The recent focus of the College’s marketing strategy has been Yeovil centric and then moving out to the west and South of Yeovil. This rationale was based on the already significant competition for 16-18 year olds from the north of the county in Strode College, Bridgwater College and Richard Huish College who are all Ofsted ‘Outstanding’ FE Colleges plus the declining demographics of the area. There is also the competition from both Gryphon and Huish Episcopi sixth forms.

Excellent relationships have been built with the four local secondary schools. Applications are considerably up in both Preston and Buckler’s Mead Academies. Applications are slightly up from Westfield and static from Stanchester. These later schools will be the focus for more

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intervention and partnership working across the planning period. Excellent relationships have been developed with Holyrood School (Chard) and Ansford Academy (Castle Cary) which previously had not existed.Following an excellent Corporation strategic planning day it was agreed that during this planning period the focus for growth will cover areas in Wincanton, Castle Cary and Shaftesbury.

The opportunities for any income growth throughout the planning period are again aligned to Apprenticeship and Higher Education. The implementation of the apprenticeship levy offers significant opportunities for substantial growth. However, it also offers potential decline for any provider that does not align its self adequately with the new standards and the internal and external processes required for the levy procedures and roll-out. Higher Education again, offers growth opportunity although the market is getting more aggressive with high profile launches of local competitor university centres in both Bridgwater & Taunton and Weston College.The College needs to develop a Higher Education curriculum that meets the needs of the local and regional economy.

Higher Education (HE) and raising aspirations for learners to study at higher levels will remain a priority for Yeovil College. The College will concentrate its HE curriculum development on improving its internal progression to HE from existing Level 3 learners. There is growing interest in accessing higher level learning more locally and the government see FE colleges having great potential to provide this.

The college is working closely with its HE partner institutions Bournemouth University, University of the West of England, Bristol (UWE) and the University of Gloucestershire.

One of the outcomes of the area review process is that the four Somerset colleges will work collaboratively towards supporting a University for Somerset. Strategically, this needs to be monitored and managed carefully.

The year 11 changing demographic will result in fewer 16-18 year olds until 2019 and therefore, the financial forecast over the planning period for 16-18 year olds has been based on consolidation instead of growth.

The college, through its Employer Engagement team is well placed to develop its employer links further and through extended work placement opportunities (post 16 skills plan), more learners will be better prepared for the world of work and progression onto apprenticeships. However, the focus of the team will need to be adjusted as it is no longer a ‘demand’ issue; it is the supply side that is causing a concern.The numbers of young people who are work ready are insufficient to meet the demand from employers. The Employer Engagement team will therefore, change its focus to developing the supply of work ready young people whilst keeping its excellent links with industry.

Employers continue to be fully involved in the teaching and learning within Yeovil College, supporting lesson observations to advise and support vocational teachers to ensure the most current requirements and practices are being used, to best prepare learners for employment or apprenticeships. They also comment on the level of skills being developed relevant to their industry needs.

The College has a clear estates strategy however; there are currently no government sources of capital money for new build or repair for the sector. It is therefore, essential that the college thinks innovatively to create new income streams to support its development of resources across the planning period.

The college’s estate is a mix of category A, B, C and D with 50.3% in category C and D with 6.6% in category D (predominately Holcote and Hollands House).

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The aspirational focus for any investment in buildings and resources across the planning period are:

New Construction Centre (skills for Hinkley C). Extend hospitality and catering (skills for Hinkley C). Re-locate Motor Vehicle on to the main site. Enhance or remove facilities in North Dorset. Enhance Sport facilities on main site. The sale of Holcote House The demolition of Hollands House Potential revamp to the front of Kingston building Development of halls of residence business plan, clearly setting out the rationale to

support the potential for future learner growth

It is critical to ensure that the college continues to align itself with the LEP’s priorities however; they only have priorities in new and growing sectors, which will leave much of the existing provision unsupported by any future (Institute of Technology) capital funds and declining buildings and resources.

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Financial Health

Financial Forecast/Plan

The college prepared a financial recovery plan ahead of receiving its formal Financial Notice of Concern early in 2016. This has led to a program of monthly meetings with the SFA to monitor progress against the recovery plan. The college achieved the targets set in the first year of its recovery plan, with its financial health in terms of the SFA assessment criteria as ‘Good’ for 2015-16, with an underlying grade of ‘Satisfactory’. Unfortunately, due to a dip in income for HE and apprenticeships, the second year of recovery has not gone so well and the college is expecting to finish 2016-17 as financially ‘Inadequate’. The college plans to return the financial health score to ‘Satisfactory’ in 2017-18.

The Strategic Plan 2017-20 is supported by a three year Financial Plan which provides the detail on the financial objectives, statement of Comprehensive Income, key assumptions and associated risks.

Strategic financial objectives within the plan are to:

Achieve an underlying operating surplus of 1% per year Generate positive cash from operating activities of at least £1m each year from

2017/18 Maintain a staffing ratio at the 2015/16 level (66.4%) Maintain a financial health grade of satisfactory or better To achieve a current ratio of 1 through year on year improvements Borrowings to not exceed 30% of income To have the financial capacity to achieve capital development ambitions

The college monitors its progress through the year using a set of Key Performance Indicators, reported monthly to the Corporation.

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Appendices

KPIs and Targets

Learner numbers and cash targets

AGE GROUP/ PROVISION

PROJECTED NUMBERS/FUNDING TARGETS

2016-17Fcast

2017-18Plan

2018-19Plan

14-16 28 28 28

16-18 1332 1340 1290

High Needs Students

36 36 36

HE – No. of Learners

HE – FTE

311116 f/t195 p/t

196116 f/t80 p/t

242131 f/t111 p/t

183131 f/t52 p/t

260140 f/t120 p/t

192140 f/t52p/t

Adult Income £859,000 £901,000 £901,000

16-18 Apprenticeships

£1,626,000 £1,779,000 £1,779,000

New Starts 289 283 300Carry Over 284 314 314

Total Funded Learners

573 597 614

19+ Apprenticeships

£677,000 £851,000 £921,000

New Starts 253 284 315Carry Over 265 285 285

Total Funded Learners

518 569 600

Success rates, teaching, learning and assessment

The college will monitor all performance and be able to report success, retention and achievement following the new QAR reporting format. The tables below enable close management and a measure of performance of all long main aims, across all ages and levels within the college. The data sets ensure the drive and determination to achieve outstanding outcomes are achieved through the setting of challenging targets including:

16-18

Achievement rate (not including English and maths)

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Qualification Type/Level

NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19

Long Level 1 86.5 85.6 88.1 90.0 91.0Long Level 2 84.1 89.7 88.1 90.0 91.0Long Level 3 82.3 83.3 85.3 87.0 90.0

Retention


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19


Pass


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19


Value Added


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19

A Level 0.00 -0.22 -0.05 0.05 0.12Vocational 00.0 -0.35 -0.15 0.00 0.10

19+

Achievement rate (not including English and Maths)


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19


Retention


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19


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Pass


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19


Overall

Age NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19

16-18 79.1 80.5 82.0 82.5 83.019+ 86.1 79.8 84.3 87.0 88.0

Apprenticeships


NationalAverage

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19

Overall 68.9 74.0 76.0 79.0 82.0Timely 60.0 66.7 67.0 72.0 74.0

Higher Education


HE Average(not NA)

Actual2015-16

Projected2016-17

Target2017-18

Target 2018-19

In-year Ach. 80.0 91.8 92.0 93.0 93.0Overall Success

73.0 75.8 75.0 78.0 80.0

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LEVEL OF GOOD OR BETTER TEACHING IN THE COLLEGE

The college will have a change in policy in grading of teaching, learning and assessment from 2016-17. Areas will grade their teaching learning and assessment as an area grade rather than a culmination of individual scores. Targets therefore represent the percentage of areas to achieve good or better teaching.

Actual2015-16

Actual2016-17

Target2016-17

Target2017-18

Target2018-19

Good or better teaching as a % of lesson observations (Outstanding)

86%(33%)

87%(35%)

87%(34%)

92%(35%)

92%(35%)

Overall Learner score of Teaching and Learning

8.50 8.60 8.60 8.65 8.70

Finance - key financial performance targets

Updated Forecast for 2016-17

Targets for 2017-18

Targets for 2018-19

Operating Surplus/(deficit) as a % of Income

-6% 1% 1%

Operating Surplus/(deficit)

-£788k £83k £102k

Cash generated from operating activities

£1,330k £964k £967k

Cash days in hand 28 29 34Staff costs as a % of Income

71.5% 66.0% 66.2%

Overall ESFA Financial Health Grading (Self-Assessment)

Inadequate Satisfactory Good

Current Ratio 0.50 0.56 0.68Net Current Assets/(liabilities)

-£1,718k -£1,692k -£1,287k

Borrowing as a % of Income

34.27% 29.65% 27.77%

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