Bradford college Draft strategy 2015 – 2020] · 2014-06-13 · BRADFORD COLLEGE DRAFT STRATEGY 2015 - 2020 ... expand our intake of HE and FE students in line with student and employer

2015-2020

Bradford College Consultation Issued: 10 June 2014 Deadline: 30 June 2014

BRADFORD COLLEGE DRAFT STRATEGY 2015 - 2020 To submit your comments, please email [email protected], phone 01274 436175, or write to Ruth Wilson, Strategy Development, Bradford College, Great Horton Road, Bradford BD7 1AY. You can also submit online, on our website. Deadline for comments is 30 June 2014.

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Bradford College Draft Strategy

2015 – 2020

Contents

1. Introduction 1.1 Our mission statement 1.2 Our vision for 2020 1.3 Our values 1.4 Strategy alignment 1.5 Our goals and objectives

2. The wider context 2.1 Turning challenges into opportunities 2.2 Meeting the needs of the local, regional, national and global economy 2.3 Responding to population trends 2.4 Government policy

3. The College environment 3.1 Our students 3.2 Our services 3.3 Our structure 3.4 Our systems 3.5 Our staff and skills 3.6 Our estate

4. Appendices 4.1 How we are developing the strategy

To submit your comments, please email [email protected], phone 01274 436175, or write to Ruth Wilson, Strategy Development, Bradford College, Great Horton Road, Bradford BD7 1AY. You can also submit online, on our website. Deadline for comments is 30 June 2014

Thank you.

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Thank you for taking the time to

read our draft strategy.

We are keen to hear from our students,

our staff and the many people,

organisations and communities we work

with.

As College Principal, I am proud to be

leading such a dynamic and successful

College. Colleges across the UK face

change and challenge: our aim is to

continue to deliver high quality courses at

all levels and to help our students,

communities and the wider economy and

society to thrive.

Planning ahead is key, and the feedback from this consultation will be

considered carefully in order to help us have the best strategy possible.

Thank you again for taking part.

Kathryn Oldale, Principal of Bradford College

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Introduction

Bradford College is a strong college with a strong future.

Over the coming five years, we will be a dynamic contributor to the growth and vitality of the

economy in the Bradford District, Leeds City Region and the UK, through excellence of training,

education and student experience, and through fostering employability and entrepreneurship.

Our core purpose is to transform the lives of our students, through working with them and with our

many partners to provide education, opportunity and positive outcomes.

Our strategy comes out of a process of reflection, consultation and preparation. We look forward to

working with our students, staff, the Students’ Union and many other partners to achieve our goals.

1.1 Our mission statement

We have drawn up three versions of our mission as a College. Let us know which version you prefer:

a) Working together with students, employers, staff and communities to create a better future for all.

b) Creating a better future for all through education, enterprise and employment.

c) Creating a better future for all through teaching, learning, partnership and employment.

1.2 Our vision for 2020

In 2020, Bradford College will be:

Delivering an outstanding curriculum and student experience

Through 2015 – 2020 we will continue to develop and deliver high quality teaching and

learning from entry level up to postgraduate, across a wide range of subjects and

qualifications: a curriculum that meets the needs of the local, regional and national economy

and responds to our students’ interests, abilities and potential.

We will build on recent areas of outstanding success; strengthen core courses; build up our

provision in advanced technology, science and engineering; extend our blended and online

education offer, and increase our ability to adapt to changing market forces. We will aim to

expand our intake of HE and FE students in line with student and employer demand and cost

feasibility. We will foster scholarship and research among students and academic staff. We

will work continuously to ensure high standards, good support, strong results and positive

outcomes for all our students.

Supporting employability, entrepreneurship and innovation

Over the next five years, we aim to make a positive contribution to the Bradford District, the

Leeds City Region and the wider economy through increasing our work with employers and

other partners, and through helping our students develop both as individuals and as

productive members of wider society and the workforce. We will help our students prepare

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for and gain employment and we will foster skills of enterprise and entrepreneurship among

students, staff and alumni. We will work closely with the Students’ Union to achieve these

aims, and we will use our membership of the Bradford College Group as an opportunity to

extend our employer engagement.

Maintaining a dynamic and sustainable college

We will work to diversify our sources of income, and will invest strategically in our estate

and in technological development. This will be achieved through government and public

sector funding; external contracts and grants; income generation through selling College

courses and services, and through other College entrepreneurial activity. We will identify

areas where the College can gain competitive advantage (see 1.4) and strengthen our ability

to address these creatively and effectively. We will be an active member of the Bradford

College Group, using this to strengthen sustainability and build income and investment.

In addition to our new David Hockney Building, we will commission a building dedicated to

advanced technology provision across science, engineering, technology and other areas. We

will strengthen our environmental policy and monitor its implementation.

Placing people and communities at the centre of our values

Our students are at the heart of all we do. Over the five years to 2020, we will work to

strengthen their voice, respond to their requests and ensure they are active partners in their

learning experience. We will support their progression, whether to further study,

employment or other destinations.

Our staff are also vital to our success as a College. We will provide a supportive employment

environment, attracting, recruiting and developing a talented and committed workforce. The

College is part of many different communities. We will continue to build our relationships

with these, setting out a community engagement strategy and forming creative

partnerships.

We will work closely with the Students’ Union to achieve these and all our goals set out in

this strategy. Overall, our aim is to achieve an expanding and welcoming college community,

where equality and diversity are embedded in all we do.

Growing our reputation and influence

The UK is emerging from a period of severe austerity and cuts, and employment and

technology are evolving rapidly. The education sector and Colleges in particular need strong

voices in order to champion the needs of our students, employers and other communities.

Over the five years up to 2020 we will play an active role through being part of key

education, training and skills initiatives and through responding to policy development. We

will fly the flag for FE and HE and the communities we serve.

We will reach out to our current communities and new constituencies to encourage people

and organisations to be involved with our College, our students, our Students’ Union, our

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alumni and our staff. We will celebrate the achievements of our students, alumni, staff and

partners. We will be an active partner in the Bradford District and Leeds City Region. We will

stand out as a high-achieving College, equipped for the 21st century.

Participating in the development of the Bradford College Group

In the period 2015-2020 the Bradford College Group will consolidate and expand. Bradford

College aims to be an active member of this initiative, which will enable us to be part of a

widening education, training and employment service at local, regional and national level,

and overseas. We will use our membership of the Group to strengthen co-ordination and

collaboration, gain cost efficiencies through shared services, and to achieve other benefits.

The College will therefore engage fully in the construction and strategic planning of the

Group. At the same time, we will reconfigure College governance in line with the

development of the Group, in order to ensure the highest standards of governance and

leadership, and to strengthen our planning and policy functions as a College and Group

member.

1.3 Our values Our values are the principles that guide the way we do things. They are based on consultation with staff, students and others. Achievement: We are ambitious. We set high standards for our College and all its students and staff.

We help people transform their lives through education, experience, inspiration and achievement.

Inclusion: We are an open, welcoming and supportive College. Our commitment to equality and

diversity underpins everything we do. We build positive relationships with the many communities

we are part of.

Excellence: We aim for excellence across all our teaching, learning and assessment, and in our

campus and facilities. We are innovative and creative in our outlook and approach, and encourage

these qualities in our students.

Focus: We are professional and purposeful, working towards our shared strategic goals and

managing our resources well. We are forward-looking, engaging with the wider social and economic

environment.

Integrity: We work to uphold our values in our planning and decision-making, our teaching and

learning, our actions and relationships. We aim to be fair, open, honest and accountable to the

communities we serve and to treat all with respect.

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1.4 Strategy alignment

Our future growth is aligned with the economic and skills strategies of the Leeds City Region and

Bradford Metropolitan District Council. It is also shaped by developments in government policy and

government funding streams, which are increasingly focussed on strengthening the vocational and

employment outcomes of Colleges and expanding the role of employers in shaping the curriculum.

The following are the local and regional strategies and policies that important at the outset of our

strategic plan:

Leeds City Region Economic Plan

Leeds City Region Labour Market Analysis Report 2013

Leeds City Region Skills Report 2013

Leeds City Region Skills Plan 2013 - 2015

Bradford Council Education Improvement Strategy 2012-15 (2450kb)

Bradford: Producer City

Bradford City Centre Area Action Plan

1.5 Our goals and objectives

Goal 1: Delivering an outstanding curriculum and student experience

Goal 1 objectives:

1.1 To structure our further and higher education provision in partnership with employers

and in response to the employment needs of the regional, national and global economy.

1.2 To ensure the highest standards of teaching and learning across all our courses.

1.3 To provide an enriching, well-resourced and well-supported student experience to all.

1.4 To foster high-quality research and scholarly activity and research among our staff to

improve the pedagogical effectiveness of staff, to enhance the student learning

experience and to extend partnerships with industry and others.

Goal 2: Supporting employability, entrepreneurship and innovation

Goal 2 objectives:

2.1 To enhance the employability and career outcomes of all our students and actively

support their progression.

2.2 To support and encourage entrepreneurship and self-employment among our students

and alumni.

2.3 To build a culture of enterprise and innovation at all levels of the College, playing an

active role in local, regional and wider developments.

2.4 To maximise the positive development of technology across the College, as key to

teaching, learning, access, innovation and communication.

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Goal 3: Maintaining a dynamic and sustainable college

Goal 3 objectives:

3.1 To develop new initiatives and structures that enable us to expand our educational offer

and champion innovation.

3.2 To ensure financial sustainability, enabling the College to invest and grow in priority

areas.

3.3 To diversify our income sources, identifying new opportunities and responding to the

changing needs of our students and the wider environment.

3.4 To maximise the efficiency of our buildings and resources, providing high quality,

environmentally-sustainable facilities with maximum usage and return.

3.5 To continuously develop our estate in line with our educational, income-generation and

environmental aims.

Goal 4: Placing people and communities at the centre of our values

Goal 4 objectives:

4.1 To work with our students and the Students’ Union to ensure that students are active

partners in their learning experience.

4.2 To be an employer of choice, supporting our staff in their professional development.

4.3 To be accountable to and work in partnership with the communities we serve.

4.4 To achieve an expanding and welcoming college community, where equality and

diversity are embedded in all we do.

4.5 To support the positive progression of all our students, as they advance in their studies

or move on to other destinations.

Goal 5: Growing our reputation and influence

Goal 5 objectives:

5.1 To be the first choice for education and training in the Bradford District, and a leading

provider across the UK and overseas.

5.2 To shape local and regional economic, employment and skills strategies, and to influence

national and international policy in these areas.

5.3 To celebrate and share the achievements of our students, alumni, staff and the

communities we serve.

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Goal 6: Participating in the development of the Bradford College Group

We aim to be an active member of the Bradford College Group, in order to:

Strengthen our networks, influence and reputation.

Achieve benefits through the efficient sharing of resources and expertise.

Build growth and stability within the College and the Group.

Identify and respond to new opportunities.

Foster a robust and challenging academic community, evidenced in high standards, the

sharing of best practice and positive outcomes across the Group.

Goal 6 objectives:

6.1 Develop the Bradford College governance and leadership structures and composition in

line with the development of the Group.

6.2 Develop Bradford College policy and planning processes, to maximise the efficiency of

the College as a Group Member and enable the College to have a strong and effective

voice at Group level.

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2. The wider context

2.1 Turning challenges into opportunities

The last few years have been very challenging for the education sector and society as a whole. The

challenges listed below are set to continue:

Government cuts to further education in particular, and reduced government investment in

higher education

A steep increase in student fees and costs

A nation-wide decrease in part-time and mature students, particularly in higher education

An expansion in university intake over the next five years

Increased competition for students from a range of education providers in the UK and

overseas, and increased choice for students

The rise of new modes of learning, particularly in the form of low-cost online courses

Barriers that limit the number of international students able to study in the UK

High youth unemployment, including among recent graduates

Low salary levels for graduates and college-leavers

Changes to the welfare benefit system which place vulnerable groups at greater risk

Changes to government policy in key areas such as teacher training

Increasing government expectation that employers should engage with and fund education

and training

We aim to rise to these challenges, ensuring we respond constructively to changes in the wider

environment and find opportunity for development.

2.2 Meeting the needs of the local, regional, national and global economy

Bradford and Leeds together form an economic powerhouse within the Leeds City Region. While

both have been affected by the recession, both are seeing an expansion in jobs and this is forecast to

continue and increase.

We have therefore considered the skills analysis and strategies of Leeds City Region and Bradford

Metropolitan City Council in identifying key areas, and their economic forecasts. We have also

considered the 2013 UKCES employers survey, which identifies national trends.

The LCR economy is forecast to grow by 23% in GVA terms over the next decade.

Full time employment is forecast to grow by 10%.

Bradford and Leeds districts are expected to account for around 56% of GVA growth in LCR between 2013 and 2020 – the two districts will continue to dominate growth in the LCR economy.

Self-employment in Bradford is forecast to increase at a faster pace than employee employment - 8.6% rise in self-employment is expected between 2013 and 2020 compared to 7.5% increase in employees.

Within the Bradford District and City Region growth is anticipated in:

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Bradford District Leeds City Region

manufacturing administrative and support services

retail retail

professional services land transport, storage and post

education professional services

health and transport accommodation and food services

storage and post finance

textiles (due to new funding initiatives)

The City Region Strategy also emphasise the importance of manufacturing; food, drink and

agriculture; energy generation; education and research; and sport, art and culture. There will be

continued growth in high human contact occupations like Sales and Customer Service and Caring

(including leisure), as well as strong growth in high skilled occupations like Managers and Directors,

Professional Occupations and Associate Professional.

These areas of growth and development are largely replicated at national level.

As a result of this, we will:

Increase employer engagement, increase work experience, work placements, volunteering

and continue to provide skills careers guidance and support.

Aim to be part of key local, regional and national initiatives to boost employment.

Monitor employment trends and work with employers in the UK and beyond to deliver high

quality courses that enable students to gain employment and make a positive contribution.

Continue to offer a wide range of courses, including those leading major employment

markets and more niche occupations.

2.3 Responding to population trends

Over the coming five years, some significant developments will take place across the Leeds

City Region, but most markedly in Bradford District:

Bradford has a large and rapidly growing population: 524,600 people.

It is the fourth largest metropolitan district in England.

Over the last decade the District’s population growth has been much faster than the national average, as a result of births rather than immigration.

This makes Bradford the youngest English city outside London: nearly a quarter of the population is aged under 16 (23.5%), and over the last decade there has been an increase of over 20% in 0-4 year olds in Bradford.

Current forecasts predict that the District’s population will grow at 8.5% over the next ten years, faster than the national average.

Over the next ten years the number of under 16 year olds is predicted to increase by 13,200 – an increase of 10.7%.

The majority of children will be born in areas of higher than average deprivation.

Bradford’s neighbouring city, Leeds, will also see a steep rise in the young population. Other

parts of Leeds City Region will see a slower rate or possible decline.

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As the higher number of children currently aged 2 to 11 moves into the secondary sector, the District

will require around 200 additional secondary class groups. This will begin to impact on the College

over the next five years.

The working age population will increase markedly over the next ten years, possibly faster than the

rate of jobs growth.

At the same time, the very elderly (85 and over) population which currently totals just under 10,000

in the District is predicted to increase by nearly 30% over the next ten years. This will drive a demand

for care and will increase the numbers of carers, including those who are themselves over 85. There

are some health trends in the District which highlight a need for medical care and health guidance.

As a result of this we will:

Offer courses to a wide range of abilities and interests, in order to encourage young people

to enter and remain in education, and to help them to thrive.

Provide additional support wherever possible for those facing particular challenges.

Make outreach to young people and parents, and planning the appropriate provision,

central to building the intake of students.

Continue to offer distance and on-site further education training for carers, and further and

higher education courses and qualifications in social care and health professions.

Increase our activities as a dementia friendly college.

Continue to work with the unemployed, to help them gain skills, qualifications and move

into work.

Promote health, well-being and fitness through a range of campaigns and activities.

2.4 Government policy

In the course of our strategy, the policy and legislative environment will continue to evolve,

and there will be a change of government. This section summarises current government

priorities and the likely direction of policy that will shape at least the initial period of our five

year strategy.

The central themes of the coalition government’s strategy for Colleges were set out in New

Challenges, New Chances (2011). This removed ‘a wide range of restrictions and controls on college

corporations’, placing them on a similar footing to charities. Colleges and education providers are

encouraged to look at models such as mutualisation or setting up companies and trusts, and joint

models across post-14 education sector. The goal is greater responsiveness to learners, employers,

communities and sector needs, and to enable Colleges to have access to other sources of funding.

Over recent years, the education market place has been changing with the goal of increasing

competition and choice. This has resulted in to the creation of academy schools, studio schools, new

types of college and other initiatives, led by a wide and diverse range of commercial, voluntary

sector and public sector providers.

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There is a strong emphasis on increasing employer ownership of the education and training

curriculum. The Whitehead Review (Autumn 2013), for instance, called for “a system that puts

employer demand and business growth at its heart, enabling a better match between supply and

demand”. This is supported by the Industrial Strategy of the Department for Business, Innovation

and Skills.

With regard to further and vocational training, the government has emphasised traineeships,

apprenticeships, standards and qualifications. A number of reviews have advocated the

reconstruction of the vocational qualification system around the needs of employers and young

people. This includes clearly defined routes at 16-19, and new Traineeship and Tech Level

qualifications.

With regard to higher education, the government states that “an estimated 60,000 young people a

year who have the grades to enter higher education cannot currently secure a place”. It is enabling

universities to take on increasing numbers of students and has called for more vocational university

degrees to be available to more students.

The full impact of the increase in HE fees remains to be seen: it is certain that students are

demanding more value for their money. Across HE and FE, the funding system has changed, with

older students and employers expected to contribute more to the cost of education. Funding to

Colleges has decreased significantly.

The government sees education as a global business and a growth business. At present, immigration

controls are limiting this business, but the Secretary of State for Business, Innovation and Skills has

called for these to be lifted.

A final aspect of government policy that impacts directly on colleges of further and higher

education is the establishment of City Regions and Local Enterprise Partnerships. These will

play an increasingly important role in skills and training for work, and in boosting enterprise,

employment and value.

As a result of this we will:

Structure our further and higher education provision in response to the employment needs

of the regional, national and global economy.

Strengthen our relationships with employers, in order to provide a talented and skilled

workforce.

Work to shape local and regional economic, employment and skills strategies, and to

influence national and international policy in these areas.

Develop new initiatives and structures that enable us to expand our educational offer and

champion innovation.

Diversify our income sources

Increase our work with employers

Build a culture of enterprise and innovation at all levels of the college, playing an active role

in local, regional and wider developments.

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We will be an active member of the Bradford College Group, in order to strengthen our influence

and reputation, build growth and stability in line with government strategy, and identify and

respond to new opportunities.

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3. The College environment

In this section, we summarise where are we now, and look at where we want to go.

3.1 Our students

Note: The data is based on all learners on our records: individual learners, each counted only once

regardless of the number of qualifications being studied. Non-starters are excluded.

Our students 2012-2013 Total number of students 23,353

Total students 16-19 5,893

Total students 20-24 4,792

Total students 25+ 12,190

Total male 9,899

Total female 13,455

Total HE FT 2,595

Total HE PT 799

Total FE FT 4,176

Total FE PT 15,234

Apprenticeships 16-18 19-24 24 plus

917 552 550

Number of UK citizens 22,049

Number of non UK Citizens 1,303

Number from Bradford District 16,863

Number of countries our students come from: 84 in 2012/13

Number of venues we offer courses at: 74 in 2012/13

Ethnic composition of our students, 2013

Ethnicity F M Grand Total

any other 362 449 811

any other Asian 18 20 38

any other Black 2 2 4

any other Mixed background 13 4 17

any other White background 80 42 122

Arab 71 104 175

Bangladeshi 210 257 467

Black African 273 279 552

Black Caribbean 114 79 193

Black Other 29 27 56

Chinese 32 14 46

Gypsy / Irish Traveller 62 57 119

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Indian 323 246 569

Mixed Asian 82 88 170

Mixed Other 45 57 102

Mixed White / Black Caribbean 136 114 250

Mixed White/Black African 22 18 40

not known/not provided 81 50 131

Other Asian 170 223 393

Pakistani 3470 2637 6107

White and Asian 31 17 48

White and Black African 6 8 14

White and Black Caribbean 35 14 49

White British 6489 4032 10521

White Irish 52 28 80

White Other 1139 975 2114

Grand Total 13347 9841 23188

Strategic direction:

We will aim to build our intake of students from within the Bradford District and Leeds City Region,

as well as from across the UK. We will continue to welcome and build our intake of international

students. We will continue to value highly the diversity of students and staff, and to ensure that

equality and diversity are part of everything we do.

3.2 Our services

These are:

3.2.1 Further Education

3.2.2 Higher Education

3.2.3 Other Services

3.2.1 Further Education

Further education at Bradford College is thriving. We have increased our enrolments over the last

three years by 26%. We take students aged 16 and over onto a very wide range of courses (with our

oldest students currently in their 90s). We offer courses at the following levels:

Entry Level 1, 2 or 3 Foundation Learning

Level 1 NVQ, BTEC Foundation Learning

Level 2 NVQ, BTEC Level 2 Diploma, Apprenticeship, Level 2 Access

Level 3 NVQ, BTEC Level 3 Diploma, Extended Diploma, Apprenticeship. Level 3 Access

Level 3 AS/A Level Courses

We deliver FE courses in 14 of the 15 Sector Subject Areas, and the Higher Education portfolio

enables progression routes from pre-entry to Post-graduate level: this is a real benefit to many of

our students who work towards higher qualifications.

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Our FE offer encompasses:

Arts and Media

Beauty Therapy

Business and Enterprise

Community Learning

Computing and ICT

Construction

Distance and E-Learning

Early Years

Entry Pathways

Engineering

ESOL

GCSEs

Hairdressing

Health, Community and Social Care

Hospitality and Catering

International Students courses

Public Services

Science and Maths

Professional part-time and Short Courses

Sport, Exercise and Fitness

Travel and Tourism

Our positive relationship with Bradford JobCentrePlus has also led to high numbers of referrals, with many students starting with English language studies (ESOL) and progressing to other courses, with a strong focus on employability.

We benefit from an integrated working relationship with City Training Services, enabling the provision of a wide range of highly successful apprenticeships, and other work and training opportunities. Our apprenticeship success rates for diverse age groups meet and exceed the national average.

We offer a wide variety of learning for leisure opportunities and community courses. We run further

education distance learning courses and work-based learning, including award-winning blended

learning courses for health professionals in pharmacy and ophthalmology.

Strategic direction:

We will continue to grow our FE offer. Our priorities include:

Maintaining an appropriate range and choice of subjects

Ensuring the provision of entry-level courses and clear progression pathways, including into

Higher Education

Use systematic market analysis and liaison with employers to ensure the best provision

Promote flexible access to learning

Integrate and make best use of new technology and the teaching and learning opportunities

it provides.

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3.2.2 Higher Education

With approximately 4000 students studying on over 150 full and part-time undergraduate,

postgraduate and professional courses, we are one of the largest providers of higher education in

England outside of the university sector.

Our University Centre delivers full and part-time undergraduate and postgraduate courses validated

by Edexcel, Teesside University and Leeds Metropolitan University which are complimented by

professional courses validated by some of the world's leading professional bodies.

We are proud to have been awarded the highest judgement possible in a review of our higher

education provision in 2010 by the Quality Assurance Agency, the body responsible for academic

quality and standards in UK higher education.

Our HE courses comprise Level 4 – 6 Degree, Foundation Degree, HND, Honours Degree, PGDip, and

Masters. We offer HE courses in the following subject areas:

Arts & Media Courses

Beauty Therapy & Hairdressing Courses

Business & Management Courses

Computing Courses

Construction Courses

Early Years, Health & Care Courses

Education Studies & CPD Courses

Engineering Courses

Film, Animation & Photography Courses

Hospitality Courses

Initial Teacher Education Courses

Law Courses

Ophthalmic Dispensing Courses

Public Services Courses

Social & Community Practice Courses

Strategic direction:

We will continue to support employers and individuals in meeting their higher level skills needs, and

also to provide opportunities for progression, widening participation and lifelong learning for the

local population and the national and international community. Our priorities will be:

To secure Taught Degree Awarding Powers and realise the benefits and potential this will

bring for our students, our academic community and employers

To safeguard academic quality and standards

To respond flexibly to the changing environment in which Higher Education is planned and

delivered

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3.3.3 Other services:

Customised Training and Accredited College Courses We market apprenticeships and a range of courses to business and industry, including Apprenticeships Skills For Work (Including Communication, Literacy, Numeracy) Find out more about a selection of the short and part-time professional courses on offer at the College.

Distance Learning Distance learning courses enable students from anywhere in England to study for and gain a nationally-recognised further education qualification that is of value to their work and to employers. The courses are fully funded. Visit the Distance Learning web pages for further information.

Conference and Venue Hire There are facilities at the College for meeting space, conference venues, art exhibitions and sports facilities.

Catering and restaurant Catering students assist with internal catering services, and our restaurant serves meals for the public and can be booked for functions and events.

Low Cost Event and Visitor Accommodation Our Doris Birdsall Halls of Residence have 60 low-cost, wi-fi enabled en-suite bedrooms designed as 5-bedroom, self-contained flats with shared kitchen facilities.

Sports Facilities and Coaching Our sports and fitness facilities include a large sports hall, a sports and fitness testing suite; a dedicated sport theory room; an aerobics and dance studio complete with a fully sprung wooden floor; a multi-use games area; two basketball courts designed to Sport England standard; three 5-a-side pitches and a full size football pitch. These can be hired, and we have professional coaches who can assist with the management and delivery events.

Hair and Beauty Services We offer on-site stress busters, hair and nail treatments, and make-up and hair for filming and events. We have hair and beauty salons at the College and in the city centre, and can provide off-site services.

Arts and Media Services Our staff and students can provide film, photography and audio recording of conferences. Our arts and culture team can source and sell original art work from our current and former staff and students.

Strategic direction:

We will expand our provision of Customised Training and Accredited College Courses. Some 50% of

our provision in this area is science-related, but construction, engineering and English language are

also significant. Our work overseas will be an important part of the expansion of our commercial

services. Our new David Hockney Building will re-position our restaurant, catering and hair and

beauty services, making them more accessible to students, staff and the public.

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3.4 Our structure

The college will be a significant and lead member of a growing Bradford College Group over the

coming five years. In the initial period of this strategy, the College leadership structure will re-

configure in order to maximise effectiveness and efficiency within the new group structure.

The College at present, as one of the largest Colleges in the UK, has a layered management

structure, with different numbers of management tiers in different departments, and varying size of

teams.

Strategic Direction

The aim for the College will be to ensure the highest standards of governance and leadership for the

College and the wider Group, and an effective and efficient management structure.

3.5 Our systems

The College is currently revising and updating its business planning systems using Lean Six Sigma. It

will align its current future underlying to strategies to this primary Bradford College strategy.

Strategic direction

Processes of policy development, business planning, monitoring and reporting will be harmonised to

fit within the overall College strategy and timetable. The systems will enable short and long term

planning against strategic goals, and an agile identification of and response to change and new

opportunities.

Through the period 2015-2020, the College will contribute to Bradford College Group planning

systems. Core College systems such Human Resources, IT, Marketing, Finance, Property and Estate

Management will become shared services provided by the Bradford College Group.

3.6 Our staff and skills

The hard work and commitment of the Colleges brilliant and capable staff ensures that they support

and underpin the successes of all of our students – our staff are the heart of the College.

We set high standards for each other in all aspects of working life, supporting each other in a fair

and balanced way. The workforce is highly skilled, talented and responds flexibly to change.

Strategic direction

Throughout 2015-2020 we will support more staff than previously with scholarly activity, research,

development and continuing professional development; all of which will impact positively on

students. We will more widely celebrate staff achievement. We will continue to benchmark

working environment, terms and conditions and policies to ensure we maintain competitive

advantage.

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3.7 Our estate

Our College estate has gone through significant developments in the last five years. New facilities,

such as the Trinity Green Building, have considerably enhanced the environment and facilities we

have on offer. The David Hockney Building opens in September 2014, and is another significant step

forward.

Strategic direction

We will continue to develop our estate, either through the upgrading of our current building stock or

through new building where appropriate and feasible. In particular, we will establish a new building

for advanced STEM skills. Our main campus will be more closely clustered and, with the closure of

McMillan, will be overall more centrally positioned. We will optimise use of Bolton Royd as a strong

community base, and consider other outlets and opportunities where these help us deliver our

strategic goals. Technology and environmental considerations will be important factors in any

development of the College estate.

The College will regularly review the location of FE and HE provision across the campus, balancing

the interests of all students (FE and HE) and the overall sustainability of the College.

Over the next five years we will aspire to be a green College with a lower carbon footprint, through

the management of our estates and through campaigns and collective action of staff and students.

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Appendix 1

How we are developing the strategy

The strategy has been led at Executive level by Andy Welsh, Group Chief Operating Officer supported by Ruth Wilson as project manager.

Through the development period, there have been meetings of the Bradford College Executive, and the College Leadership Group. Research has taken place into policies and trends, and reports made to Executive. In February and March 2014, presentations were given in the College on: local and regional demographics; employment trends and economic forecasts, and government policy. These have run several times, for the College Managers, and have also been available to all staff, and the slides have been made available to all. One of the policy talks with given with the involvement of the Director of the West Yorkshire Consortium of Colleges.

In December 2013 and January and February 2014, the following meetings took place. Some involved one to one interviews, others were participation in wider meetings.

CATS Colloquium

Roadmap to a More Innovative City Region: City Region Consultation Meeting

E3 Launch Summit

Meeting with HEART

Meeting with West Yorkshire Consortium of Colleges

Labour Market Intelligence Meeting, NIACE

Bradford Chamber of Commerce

Leeds City Region

Bradford Council - Education

Bradford College Education Trust

HEFCE Sustainability Event

Bradford Textiles Industry Meeting

Meeting with Bradford Council, Economics

Meeting with Born in Bradford, major health and education research project

Two meetings with City Training Services

Chamber of Commerce networking event

In April and May the Leadership Group worked on establishing Key Performance Indicators for the objectives, and the College Corporation considered the draft strategy. In May, a series of introductory sessions were held across the College for staff and the Students’ Union, and in late May a series of meetings began with staff and Students’ Union, exploring each of the Goals and the underlying objectives and targets.

The summary of the first consultation is available on our website: http://www.bradfordcollege.ac.uk/about/vision