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“A Little More Conversation” February 2012. Issues Hitting the Headlines. Move to remove national control from the delivery of Further Education. Colleges should be given degree awarding powers. College based delivery criticised and a move to work based learning is called for.

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issues hitting the headlines
Issues Hitting the Headlines
  • Move to remove national control from the delivery of Further Education.
  • Colleges should be given degree awarding powers.
  • College based delivery criticised and a move to work based learning is called for.
  • Too much focus on academic routes and not enough on vocational education and training.
  • Companies not making enough contribution to the training of its workforce.
  • High youth unemployment.
issues hitting the headlines1
Issues Hitting the Headlines!
  • Move to remove national control from the delivery of Further Education (1946)
  • Colleges should be given degree awarding powers (1949)
  • College based delivery criticised and a move to work based learning is called for (1949)
  • Too much focus on academic routes and not enough on vocational education & training (1957)
  • Companies not making enough contribution to the training of its workforce (1957)
  • High youth unemployment (1958)
slide4

Mission

In March 2011 the Corporation agreed that everything the college did should have a clear vocational focus with the intention to either:

  • equip people for employment;
  • sustain them in employment ;or
  • enable them to use their time at College as a stepping stone for progression into employment.
slide5

Mission

Equipping you with the skills and knowledge for progression and employment.

slide6

Vision

The Corporation agreed that the vision established in 2010 still remained consistent with the revised mission for the College, with a requirement to achieve national recognition in order to support the continued growth of apprenticeships and other employer related work.

slide7

Vision

Our vision is that by 2015 we will become recognised nationally as an outstanding college by learners, employers, partners, regulators and the people who work for us.

core values
Core Values
  • Put the learner first.
  • Have a genuine culture of inclusivity where all people and communities are valued.
  • Operate with openness and honesty.
  • Act with integrity and recognise our responsibilities.
  • Work as a team, respecting, supporting and valuing each other.
  • Seek continuous improvement.
the changing face of the sector
The changing face of the sector:
  • Pre 16 vocational qualifications post Wolf
  • Increasing participation age
  • Reducing the school leaving age
  • Academies, UTCs and Studio Schools
  • VI th form ambitions
  • Apprenticeships
  • Outcome related payments
  • Employer ownership of skills
  • He loans
  • FE loans for level 3 plus
  • Higher Skills strategy
  • Determining our mission – freedoms and flexibilities
funding changes in 2012 13
Funding Changes in 2012-13
  • 16 to 18 3% funding cut per learner
  • 16 to 18 £1.1 million volume reduction
  • 16 to 18 apprenticeships 2% funding rate cut
  • 16 to 18 apprenticeships unlimited growth
  • Adult skills £500k volume reduction
  • HE loans replacing funding plus fees
question 1
Question 1
  • With or without regard to what others and the data you have just seen are telling us:
  • Do our mission, vision and core values still seem right?
  • E mail response to:

meehank@chesterfield.ac.uk

slide21

Most people would agree that the very best Colleges are at the Heart of their local communities, but who and what are the Communities that Chesterfield College serves?

who do we serve
Who do we serve?
  • Our Students
  • Schools - Learning Community
  • Employers
  • Local Communities
  • Public Sector
  • The Third Sector – Volunteers
  • Charities
  • Partners
  • Other Stakeholders
  • People of Chesterfield, NE Derbyshire, Nationwide
  • OURSELVES
freedoms and flexibilities
Freedoms and Flexibilities

We will invest in a competitive, simplified system, with colleges and training organisations having the flexibilities and freedoms to be more innovative, responsive and accountable to the needs of individuals and businesses. With no central targets and the removal of burdensome intermediary bodies, colleges and training organisations will be free to determine the offer that best meets the needs of their communities.

BIS STRATEGY DOCUMENT Nov 2010

the catch
The catch !

In exchange for the freedoms and flexibilities colleges and training organisations will now have, they must offer increased transparency about their delivery and performance by:

  • Developing self-organised networks of flexible and responsivecolleges and training organisations, where the relationship between providers and their direct customers is paramount.
  • Colleges and training organisations must respond to the real demands demonstrated by employers and individuals.
  • Engaging directly with local partners (LEPs, local authorities, Jobcentre Plus etc) by consulting them on their business plans so that providers can set out how their offer, and the public funding being provided to support it, contribute to local economic priorities.
  • Moving beyond Satisfactory – “needs improvement”
  • Business sense for EDI and Safeguarding
colleges at the nucleus
Colleges at the Nucleus
  • Many Colleges are already embedded in their communities
  • But they still have to negotiate an unduly complex funding regime
  • And Partnership, while often rewarding, is expensive to negotiate
  • The importance of local autonomy
  • The importance of Employer, learner and wider community engagement
  • Investing in Colleges, we get social returns
the college at the heart
The College at the Heart

“The College is a central player in network partnerships, dynamic in a sense of developing and engaging with its partners. This enables the network itself to become part of the dynamic with

the College at the heart.”

question 2
Question 2

Who and what are the communities we serve and what will make Chesterfield College the first choice for our stakeholders?

rob kay head of property strategy

Rob Kay – Head of Property Strategy

What changes to our accommodation and facilities would make the most difference to you and the learners we work with?

the new main entrance
The New Main Entrance
  • Contractors appointed and work starts this week on IR site (the end of false dawns?)
  • Completion date is expected on 30th July 2012
  • Disruption and access issues during the build
  • The new entrance will act as a central “hub”
  • The whole ground floor of IR could become more student focussed?
  • Survey staff and students for views on decor
remaining phases of the erg
Remaining Phases of the ERG
  • The Main Entrance is only one of the elements of the £6 million already committed
  • £4m from College reserves, £2m ERG grant
  • Touchstone remedial work and PD relocation
  • The next stage will then be North Block 4
  • The final solution for Touchstone?
  • A new enhanced entrance off Sheffield Road, linking into the new “Hub” (main entrance)
withdrawal from clowne
Withdrawal from Clowne
  • Still awaiting final SFA clearance for the sale
  • Most academic activity will end 29th June 2012
  • Sports and Construction facilities into 2012/13 and beyond if required
  • Most of the equipment will return to Main Site and Tapton, or go into storage/disposal
  • Withdrawal will be staged, once approval is granted, e.g. replace old IR furniture identified
integration of curriculum areas
Integration of Curriculum Areas
  • Main entrance is only the 1st HUB
  • Plan to create Directorate HUBs (joinery !!!)
  • West Block could link with North Block 3, to become the Chesterfield College of Arts?
  • North Block 4 Autism Unit and LLDD?
  • New construction facilities in East Block?
  • Disruption will be caused, but hopefully you will understand WHY and WHERE
conclusion
Conclusion
  • Brief outline, but lots of detail still required
  • Open to ALL suggestions and ideas
  • Directorate suggestions, which are formulated and AGREED, in-house (could be better)
  • Reminder of the Discussion Question
  • What changes to our accommodation and facilities would make the most difference to you and the learners we work with?
question 3
Question 3

What changes to our accommodation and facilities would make the most difference to you and the learners we work with?

financial forecast
Financial Forecast

Financial Forecasts – standstill position

reasons
Reasons…
  • Reduced Allocations
  • Transitional protection ending
  • Necessary Cash investment in the estate
    • Net £4m new reception and other build
    • Reinvestment Clowne proceeds into estate
    • £800k per annum planned maintenance
    • £750k to meet other capital requests
  • NB assumes no increase in staffing establishment
how much do we need to save
How much do we need to save?
  • Savings immediately required
    • Typically 6-12 months implementation
    • Difficult to influence 2011/12 result
  • £5.5m improvement in performance
    • Essential to take action now
    • Significant changes required to the way we do our business
    • Efficiency savings and targeted growth required
how do we become more efficient
How do we become more efficient?
  • Curriculum
    • Understanding contribution at course level
    • 10% fewer taught hours than funding methodology – currently 2.5%
    • Using the right level of staff e.g. to deliver ALS
    • Flexible and Innovative provision
    • Carefully targeted remission
    • Smoother enrolment and application process
    • Greater use of E-Learning
how do we become more efficient1
How do we become more efficient?
  • Support areas
    • Are we getting value for money for our support services?
    • Better use of technology: reduce paper pushing
    • Reducing non pay expenditure
    • Smoother enrolment and application process
    • Departmental structures
      • Right skills in right areas
      • Are we efficiently and effectively meeting the needs of our learners, employers and curriculum colleagues?
growth
Growth
  • Which areas do we grow and how?
    • Proven demand: LMI
    • 16-18s automatic funding
    • Demonstrable contribution to bottom line
    • Targeted marketing essential
    • Long term sustainability
    • Manageable risk
question 4
Question 4

How do we reduce our spending and yet increase quality at the same time?