Strategic Plan2014-2017
Lakes College serves the largely rural communities of Allerdale and Copeland in West Cumbria. The community includes areas of high deprivation and the local economy is heavily reliant on the nuclear sector. Economic regeneration is based around the development of Britain’s Energy Coast and the wider Cumbria Local Enterprise Partnership (LEP) priorities which in addition to Nuclear and Energy also include a focus on the Rural and Visitor Economy and Advanced Manufacturing.
As the only community college within a 35 mile radius, the college provides wide range of vocational provision. In recent years the College has taken active steps to change the profile of College students from a position where approximately half of the students were studying at Entry and Level 1 to one where the largest cohort or students are studying at Level 2 with significant growth in Level 3 provision. At that same time partnerships working with local University partners and employers has led to the development and growth of higher education provision to around 300 students.
Prior achievement for young people within the College’s catchment is predominantly poor with a number of local schools in 2013-2014 being placed in special measures or emerging from a similar situation. Recognising the imperative to improve the outcome for local young people the College has set up an Academy Trust to run two local secondary schools.
The government has continued with its commitment to increasing skills to secure economic growth and success. An increasing focus on the key priorities of apprenticeships, skills for life and equipping the low skilled to secure employment will drive college priorities over the period of this plan. We are looking to ensure the widest possible choice is available to all our students.
For more information on our strategic vision visit www.lcwc.ac.uk
OVerVieW
Our MiSSiOn fOur ViSiOn
cOntinuing Our SucceSS
“Working in partnership to develop the skills and prosperity of our community”
“To be an excellent first-choice provider of education and training”
teaching,learning
andaSSeSSMent
financialStrength
andStability
OutcOMeSfOr
learnerS
delivered by Shared Vision
and Values
Our MiSSiOn fOur ViSiOn
cOntinuing Our SucceSS
balanced ScOrecardViSiOn and MiSSiOnlakes college has adopted a balanced scorecard approach to its strategic plan. the balanced scorecard represents the critical objectives we have identified to ensure we can deliver our vision.
externalPerSPectiVe
To achieve our vision how do we look To
our parTners?
Strategic allianceS and PartnerShiPS: tO WOrk in alignMent tO Meet cOMMunity needS
financial PerSPectiVeTo succeed how will we secure sufficienT resources?
efficiency and effectiVeneSS: the cOllege haS financial Strength and SuStainability
internal PerSPectiVe To achieve our vision whaT processes do we excel aT?
teaching, learning and aSSeSSMent are cOnSiStently gOOd Or OutStanding
grOWth and SucceSS To achieve our vision whaT musT we demonsTraTe? OutcOMeS fOr StudentS, ParentS, guardianS and eMPlOyerS are excellent
Mission
Vision
Strategic allianceS and PartnerShiPS: tO WOrk in alignMent tO Meet cOMMunity needS
to maximise our contribution to the social and economic success of our communities the college builds and maintains strong strategic partnerships and alliances that deliver value to students and stakeholders to maintain and enhance our excellent image and reputation
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efficiency andeffectiVeneSS:
the cOllege haSfinancial Strengthand SuStainability
to achieve a turnover of £13.5M at the end of the 2016-2017 academic year
the college maintains ‘outstanding financial health’ measured against external performance and audit measure
to deliver excellent value for money for students, parents, guardians and employers
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teaching, learning and aSSeSSMent arecOnSiStently gOOd Or OutStanding
formal observation of teaching. learning and assessment indicate at least good or outstanding practice
feedback from students, parents, guardians and employers confirm consistent high levels of satisfaction
resources and technology are configured to support consistently good or outstanding teaching. learning and assessment
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OutcOMeSfOr StudentS,
ParentS,guardianS andeMPlOyerS are
excellentStudents make excellent progress to a level of study appropriate to their potential
Student demonstrate high levels of positive destinations from and within lakes college
customer Service is consistently excellent
the curriculum is designed to support positive destinations and meet theaspirations of students
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actiVe StrategieS OVerVieW
the college has devised a number of active Strategies to define operational plans over the next three period to ensure that we remain aligned with the colleges Strategic Vision and Mission and are progressing with our journey to attain our overall Strategic Plan.
teaching learning and assessment
human resources growth retention
curriculum Offer
equality and diversity
Management information Services
learner engagement
Quality Management
employer engagement energy Partnerships
Teaching Learning and Assessment
inspiring learners to become independent, self-motivated celebrating achievement and
value high quality work
create outstanding opportunities for cPd which harness and
share good practice
Promote the use of technology
develop english
and Maths
Curriculum Offer
demonstrate strong outcomes for learners
including progress, progression and destinations
labour Market intelligence (lMi)
engagements with employers designed in a collaborative
manner
Quality Management
rigorous self-assessment and active quality
improvement plans
linked to positive Outcomes for learners
carried out in a collegiate manner
benchmarked against measurable outcomes linked
to national frameworks and sector good
practice
Human Resources
college staff are key to achieving outstanding
performance.
Meets current and future needs
to improve the quality of teaching and learning.
delivers positive, measureable benefits to outcomes for
students, parents and employers.
Equality and Diversity
embedding the promotion of equality and diversity in
learning and teaching
celebration of an equality and diversity agenda in college life
robust review of student performance and participation
by key equality and diversity indictors.
Management Information Services
lMi
users have ready access to the Management information
required for their role
Supports users’ increased awareness of performance, their role and the impact on organisational performance
Supports the learner journey
Growth
lMi
retain customers and learners by understanding their skills
needs and creating customer value
diversification provides financial strength and stability
Work collaboratively with key stakeholders
Employer Engagement
driven by employer needs and lMi
employers are active partners in design and delivery of provision
Pro-actively engage in apprenticeship reforms
actiVe StrategieSPrinciPleS
Management Information Services
lMi
users have ready access to the Management information
required for their role
Supports users’ increased awareness of performance, their role and the impact on organisational performance
Supports the learner journey
Retention
Providing excellent impartial advice, guidance
and careers
Supports learner needs, accelerating progress, exceeding
expectations and promoting progression
Plan and deliver engaging and interesting
learning experiences
focus on learners ‘at risk’
Growth
lMi
retain customers and learners by understanding their skills
needs and creating customer value
diversification provides financial strength and stability
Work collaboratively with key stakeholders
Employer Engagement
driven by employer needs and lMi
employers are active partners in design and delivery of provision
Pro-actively engage in apprenticeship reforms
Energy
lMi
curriculum offer and resources
Partnerships and strategic alliances
Standards and qualityLearner Engagement
learner first
appropriate channels in place for learner voice
college response to learner engagement has appropriate
impact on learner experience
Partnerships
all Partnership activity contributes to the
achievement of the colleges 3 Strategic goals
Opportunities for student involvement are sought
activity offers value for money and is in the best
interest of both the college, partners
and the communities of West cumbria
gOlden threadSthe college has decided to have a have three ‘golden threads’ which will acts as questions for all staff to ask themselves when taking decisions or acting. is what we are doing putting ‘students first’, ‘delivering outstanding quality’ and based on ‘working together’. the answer, outcome and consequences of our actions and decisions will be defined by these golden threads
efficiency and effectiVeneSS: the cOllege haS OutStanding finance health
Strategic allianceS and PartnerShiPS: tO WOrk in alignMent tO Meet cOMMunity needS
teaching, learning and aSSeSSMent are cOnSiStently gOOd Or OutStanding
OutcOMeS fOr StudentS, ParentS, guardianS and eMPlOyerS are excellent
St
ud
en
tS
fir
St
Ou
tS
tan
din
g Q
ua
lity
WO
rk
ing
tOg
et
he
r
PerfOrMance targetS
Student recruitMent 2013-2014 2014-2015 2015-2016 2016-2017
16-18 students 1,139 1,220 1,270 1,300
adults students 2,100 1,500 1,550 1,600
he (full time) students 62 70 86 103 he (Part time) students 288 346 376 384
OutcOMeS fOr learnerS 2013-2014 2014-2015 2015-2016 2016-2017
Success rates (all) 85% 86% 87% 88%
Progression (all) 66% 75% 80% 85%
Positive destinations (all) 83% 85% 87% 89%
Value added (level 3 all ages) 0.0 +1.0 +1.5 +2.0
attendance (all) 85% 87% 89% 90%
english and Mathematics (all) 63% 70% 75% 80%
apprenticeship Success 73% 78% 80% 85%
apprenticeship timely achievement 70% 72% 75% 77%
2013-2014 2014-2015 2015-2016 2016-2017incOMe £000 £000 £000 £000
turnover £12,900 £12,800 £13,100 £13,500
Surplus (£000) £54 £294 £264 £329
hallWOOd rOadlillyhall buSineSS Park
WOrkingtOncuMbriaca14 4Jn
tel: 01946 839300e-Mail: [email protected]
Web: WWW.lcWc.ac.uk