strategy - askham bryan college · develop and deliver a marketing strategy which promotes askham...

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Strategy2017 — 2020

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A S K H A M B R YA N C O L L E G E S T R AT E G Y 2 0 1 7 – 2 0 2 0

Contents4 INTRODUCTION

4 OUR VISION

5 OUR VISION FOR OUR STUDENTS

5 HOW WE MEASURE OUR SUCCESS

6 OUR MISSION

7 BACKGROUND

8 STRATEGIC AIM ONE

12 STRATEGIC AIM TWO

14 STRATEGIC AIM THREE

Our goals

1 STRATEGIC AIM ONE: Delivering an outstanding student experience

through inspiring and excellent learning.

2 STRATEGIC AIM TWO: Delivering employability – giving our students life

and work skills to make them successful in the future.

3 STRATEGIC AIM THREE: Delivering a great place to work – developing and

supporting our staff to enable them to deliver for our students.

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Introduction

At Askham Bryan College we are committed to ensuring that our students have a great experience and are provided with the work and

life skills they need to live successful lives. We will support and nurture our students to ensure their success. We will listen to their views and

respond to their needs and meet and exceed their expectations.

We will work effectively with employers and other partners to make sure we deliver the relevant skills, qualifications and personal attributes which support wider participation and deliver economic growth.

We will ensure that the College is a great place to work thereby encouraging the best staff to join us and stay with us. We will develop and support our staff enabling them to deliver for our students and be innovative and enthusiastic in everything they do.

Our strategy has been developed with the College’s Corporation and by listening to our staff and our students and consulting with our employers and other key stakeholders and partners.

We look forward to continuing to work with our students, staff, employers and other partners for the continued success of our students and of Askham Bryan College.

“We will deliver a modern and relevant curriculum in a challenging and engaging way so our students will experience industry related teaching and learning in

an educationally unique environment."LECTURER, OUTDOOR ADVENTURE SPORT

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Our VisionTo be the College of choice for

land related learning.

Our vision for our students

We will support our students to:

➔ Work in fulfilling roles that make the best use of their skills, knowledge and experience.

➔ Be able to balance their own needs as their career and personal lives develop.

➔ Be equipped to respond to the changing requirements of employers including, changes to technology and the economy.

Understand the importance of fairness, equality, diversity and inclusion and to value the contribution everyone can make irrespective of their background.

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Our mission

➔ Provide our students with the very best land-based and land related education, giving them the work and life skills they need to lead successful and fulfilling lives.

➔ Ensure diversity, equality and inclusion and to promote social mobility, widening participation and supporting our students to succeed, irrespective of their background.

➔ Create an environment which makes learning fun – enabling our students to have a great learning experience.

How we measure our success

➔ Our approach to delivering the strategy includes having detailed outcome measures and holding ourselves to account against these.

➔ We will develop and report to the Corporation and to our staff and students through a high level set of indicators to evaluate our success and measure our impact.

➔ We will also measure success by asking our students and other partners how they think we are doing and by checking our progress against our vision for our students, and our strategic aims.

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Background

The next few years will present a period of change and uncertainty as we exit the European Union and whilst Government continues to develop and deliver policies impacting on the future of education,

particularly with regard to funding and the delivery of apprenticeships.

We will ensure that we work with our employers, funders, Government and other key partners and that we adapt and change to meet the needs of our employers locally, regionally and nationally whilst exceeding the expectations of our students.

We will deliver the training and qualifications, work and life skills our students need to be successful. We will look to the future and be innovative whilst continuing to nurture and support our students.

We are committed to practical learning, recognising that our students need to enter the workforce with the practical skills needed to add value to the employer from day one.

We are committed to digital learning, recognising that we are training our students for roles that do not currently exist but all of which will require digital skills.

During this period of change, we will look for opportunities for the College and for our students, in particular, in those industries and sectors which will be impacted by our withdrawal from the European Union.

By developing ever closer links with employers, funders and other key stakeholders we will maximise opportunities for innovation and development delivering for our students and for the communities which we serve.

“The College allows students to develop the skills to make life changing opportunities in the presence of those

who will become lifelong friends.”LECTURER, COUNTRYSIDE AND GAME-KEEPING

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S T R AT E G Y 2 0 1 7 – 2 0 2 0A S K H A M B R YA N C O L L E G E

We will…

➔ Undertake a full review of our curriculum to ensure that it continues to meet the needs of the local, regional, and national economy whilst being forward looking, innovative and responsive in meeting our students’ aspirations. We will deliver programmes which widen participation, that are interesting and inspiring for our students and which result in the growth of our students numbers.

➔ Continue to analyse market need and the expectations of our students and adapt and change our curriculum – being agile and responsive to opportunities and need.

➔ Continue to develop our curriculum to deliver high quality teaching and learning from foundation through to degree level and beyond across a range of subjects and qualifications.

➔ Ensure that we invest in our student services so that they are accessible and offer support to our students including career guidance, pastoral care and mental health services.

➔ Build on our strength as a specialist provider. This will include continuing to grow and develop our apprenticeship programme and working ever more closely in partnership with local, regional and national employers to meet their needs.

STRATEGIC AIM ONE:

Delivering an outstanding student experience. 1“I am now incorporating my learning into my working

life and believe the apprenticeship route is an excellent way to break the industry.”

LEVEL 4, HIGHER APPRENTICE IN AGRICULTURAL BUSINESS MANAGEMENT

Over 82%of Higher Education students are satisfied with their course at Askham Bryan College.

2017 NATIONAL STUDENT SURVEY

➔ Continue to develop and build our study programmes providing enrichment and developing our students’ life skills.

➔ Continue to grow and develop our foundation learning programme providing all students, irrespective of their academic achievements or backgrounds, access into education.

➔ Continue to work in partnership with the Prince’s Trust; delivering programmes which inspire participants back into education or into meaningful employment.

➔ Develop a framework for quality and excellence – building on our successful Ofsted inspection which rated the College as good.

➔ Embed best practice which supports equality, diversity, inclusion and social mobility ensuring the success of our students irrespective of their background.

➔ Support and enable our students to progress ensuring that they maximise their educational experience.

➔ Prepare for and deliver any required changes resulting from the introduction of technical qualifications and T-Levels ensuring the continued success of our students.

➔ Establish an outcome driven culture of applied research and scholarship.

Over 96%of students believe their course

is well organised.STUDENT PERCEPTION OF COLLEGE SURVEY 2017

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➔ Continue to develop links which enable students from overseas to study at the College. We will develop an international strategy which supports our students studying and undertaking work placements abroad.

➔ Develop our IT infrastructure and digital capability to support our students and our staff in providing innovative and relevant learning. This will include blended learning and on-line learning platforms providing flexibility for our students and widen participation. We will also ensure that we maximise resources across our sites through IT integration.

➔ Develop our estate to provide the best facilities for students either through upgrading of our current buildings or through new buildings where appropriate and feasible – ensuring that we have the best up-to-date facilities for our students, which optimise their learning opportunities, including residential facilities.

➔ Continue to ensure accessibility through a transportation strategy which enables students to attend our sites, including from the rural community.

➔ Aspire to become a green College lowering our carbon footprint through careful management of our estates and facilities.

➔ Maintain excellence in animal welfare and further develop our conservation efforts.

We will…

➔ Develop our higher education offer growing our student numbers by developing innovative curricula supported by a robust academic infrastructure and in partnership with industry. Quality will be underpinned by the UK quality code for higher education – informed by external sector bodies and representative groups.

➔ Obtain degree awarding powers to enable us to validate our own degrees and give us the flexibility to adapt and change with agility and speed to meet demand.

➔ Listen to our students’ voice and treat our students as equal partners in their education – actioning in a timely manner and appropriate way their views and opinions.

➔ Develop an environment that allows our students to grow and flourish as independent learners, developing them as individuals and supporting them to become the individuals that will add value and social capital to the communities they live and work in.

1“I'd always wanted to go to Newton Rigg where the combination of classroom-based study and

outdoor experience are perfect.”EXTENDED FOUNDATION DEGREE, COUNTRYSIDE MANAGEMENT STUDENT

STRATEGIC AIM ONE:

Delivering an outstanding student experience.

Over 96%of students are satisfied

with their course at Askham Bryan College.

STUDENT PERCEPTION OF COLLEGE SURVEY 2017

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➔ Aim to become the first choice for land-based apprenticeships, becoming a beacon to industry for partnership working and for taking the lead on innovation in the learning.

➔ Create a national centre for apprenticeships with specialisms, including land-based engineering and gamekeeping.

➔ Aim to develop a National Centre of Excellence for the Uplands, our National Beef Centre and our Northern School of Wildlife.

➔ Undertake endpoint assessment for key apprenticeship provision in the land-based sector and be the main provider of land-based apprenticeships for levy-paying employers within the North of England.

➔ Directly manage our farms and make sure they deliver for our students whilst maximising our commercial return so we can invest in the College for our students.

➔ Continue to engage the public through our Wildlife and Conservation Park and support the development of our students in their role as Park Rangers.

➔ Actively work with employers and continue to increase opportunities for work study and work placements.

➔ Raise the profile of the Rural Business Research Unit and ensure that the value that it brings is recognised with all relevant stakeholders.

➔ Provide higher level and degree apprentice-ships across the sectors we work in.

We will…

➔ Continue to develop our links to industry working closely with employers, funders, local enterprise partnerships and other partners to meet the needs of the local, regional and national economy. We will look to the future – anticipating the future needs of employers – giving our students the skills they require to meet these needs.

➔ Raise the profile of the College – actively developing community programmes, hobby and short courses to engage more students in the local and surrounding communities.

➔ Develop and deliver a marketing strategy which promotes Askham Bryan as the College of choice for land-related activities.

➔ Actively engage with more schools and career fairs so students are aware of, and have advice on, the opportunities at the College.

➔ Articulate the benefits of our study programmes in a holistic way meaning prospective students, employers and parents/carers have a full understanding of the intended impact of the college on its students

➔ Develop and invest in our IT infrastructure enabling us to develop and deliver digital skills and more accessible on-line learning programmes – widening accessibility and participation. Using technology across the College as a tool for teaching, learning, access and innovation we will build a culture of enterprise and innovation at all levels in the College – including taking a more active role to understand and deliver on opportunities in local and regional development.

STRATEGIC AIM TWO:

Setting our students up for success – supporting employability by providing life and work skills. 2“The best thing about studying at Askham Bryan

is the real-world experience, I aspire to join the Royal Navy, and I feel the course will prepare

me well for the career route.”LEVEL 3, UNIFORMED PUBLIC SERVICES STUDENT

Over 96%of students believe that their views are listened to and acted upon at

Askham Bryan College.STUDENT PERCEPTION OF COLLEGE SURVEY 2017

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➔ Improve communication across the College to inform and engage our staff and students.

➔ Ensure that our corporate support services support the delivery of our strategy and business – delivering real value for money for the College.

➔ Develop our IT and digital strategies including knowledge management to underpin our work and deliver for our students.

➔ Develop and deliver a people strategy to ensure that the College has the right structure and our people have the right skills and support to deliver our strategy.

➔ Develop our financial planning and risk management to make sure we are able to make informed decisions.

➔ Create a staff council to ensure our staff are engaged and have a voice.

➔ Develop a strong performance culture measuring what we do and the impact we make and reporting this in an open and transparent way.

➔ Review our governance arrangements to ensure we continue to have the skills we need to support the delivery of the strategy.

➔ Develop a commercial strategy to deliver income enabling us to invest more in our students.

➔ Develop a supportive culture to ensure that we live our values.

➔ Maintain a strong focus on delivering our three strategic aims – this means having a clear plan for the next three years supported by an annual business plan and strong performance management.

➔ Constantly listen to our students and staff – promoting an open culture and collaborative culture amongst our students, staff and other partners.

➔ Embed best practice in equality, diversity and inclusion and social mobility for our staff to enable and support their success irrespective of their background.

Over 95%of students agree that the practical resources

available to them support their success on their course.


We will…

➔ Be an employer of choice supporting our staff in their professional development through bespoke teaching and learning programmes for our curriculum staff and through a programme of learning and development for all.

➔ Set high standards across the College in all aspects of working life.

➔ Review our policies and procedures to ensure that they are fit for purpose and support innovation and creativity whilst keeping our students and staff safe through a commitment to health and safety and through ensuring we operate efficiently and effectively.

➔ Aware of the financial challenges facing all Colleges, we will ensure that we operate as efficiently and effectively as we can. We will do this by:

• Building a strong financial platform for the future by developing a curriculum to meet the needs of our students and of the economy;

• Providing an excellent student experience thereby enabling us to grow our student numbers based on the quality of the provision we provide;

• Improving our business processes; and

• Using our facilities wisely to maximise utilisation across the College.

STRATEGIC AIM THREE:

A great place to work – developing and supporting our staff to deliver for our students. 3“At Askham Bryan College, we will push our learners

beyond their comfort zones, build their confidence and develop their life skills.”

DIRECTOR

Over 96%of students agree they

are studying in a safe and secure environment at Askham Bryan College.


Produced by Askham Bryan College, Askham Bryan, York YO23 3FRInformation correct as at December 2017 Errors and Omissions Excepted.

Scarborough Sixth Form College, Sandybed Lane, Scarborough

YO12 5LF01723 380738

[email protected]

Wakefield College,Margaret Street Campus, Wakefield

WF1 2DH01904 772277

[email protected]

With learning facilities at Thirsk, Hexham and Newcastle.

Askham Bryan, York YO23 3FR01904 772277

[email protected]

Penrith, Cumbria CA11 0AH

01768 [email protected]

Stewart Park, The Grove, Marton,Middlesbrough TS7 8AR


The Mill Building, Victoria Road,Saltaire, Shipley BD18 3LA


Askham Bryan College consists of:

strategy - askham bryan college · develop and deliver a marketing strategy which promotes askham...

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