BRADFORD COLLEGE OUR STRATEGY 2015-2020 · PDF fileBradford College a strong college with a strong future 2 3 1. The Bradford College Strategy 2015-2020 1.1 Our vision and mission

BRADFORDCOLLEGE

OUR STRATEGY 2015-2020

Bradford College Strategy 2015-2020

Bradford College a strong college with a strong future

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1. The Bradford College Strategy 2015-2020

1.1 Our vision and mission

1.2 Our values

1.3 Strategic alignment

1.4 Our goals and objectives

2. The wider context

2.1 Opportunities

2.2 Economy

2.3 Trends

2.4 Policy

Contents 3. The College environment

3.1 Our students

3.2 Our services •FurtherEducation

•HigherEducation

•Otherservices

3.3 Our staff and skills

3.4 Our structure

3.5 Our systems

3.6 Our estate

4. HowwedevelopedtheStrategy


Our core purpose is to transform the lives of our students, through working with them and with our many partners in the UK and overseas to provide education, opportunity and positive outcomes. We will grow our local, regional, national and international activity to welcome a wide range of students and prepare them for the global employment market.

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.

2015-2020


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We are proud to play a key role in the Bradford District, the Leeds City Region and beyond: increasingly we welcome international students and reach out to students across the UK through online and distance learning.

Our links with individuals, employers and diverse communities are at the heart of what we do. We aim to strengthen and develop these relationships and the services we offer over the coming five years.

The period ahead will have its challenges, but we are starting out from a strong position – positive student feedback, excellent results and a thriving Students’ Union, combined with our skilled and motivated staff and the development of our campus into a truly 21st century centre of teaching and learning.

We look forward to building on these strengths.

Kathryn OldalePrincipal of Bradford College

We face a challenging and exciting future, with new employment opportunities, developments in technology and learning methods and possible further reductions in public expenditure. There will be many changes, and over the next five years the Bradford College Corporation will continue to work to represent all stakeholders in order to ensure the College is at the heart of developments while also ensuring excellence in education and positive outcomes.

We have developed our Strategy by listening, sharing and analysing. I would therefore like to thank the many students, staff and other stakeholders who have taken part in this process. People are at the heart of all we do and we look forward to engaging with a wide variety of communities over the coming five years.

Richard WightmanChair of Bradford College Corporation

College Principal

Bradford College is a dynamic and successful College.

Chair of Corporation

Planning ahead is key, and our five year strategy sets out our main aims and values for the next five years.


Going forwards we will have goals that we share with our partners in the Group, and this will help the College provide greater choice and opportunity, a wider and more inclusive educational offer and shared high standards. It will strengthen our sustainability.

There is much we are looking forward to. Forinstance,wewillworkwithemployersto strengthen advanced manufacturing in Bradford, opening a new centre to train the current and future workforce. We will build on our role as an academy sponsor: our involvement with the Appleton Academy, the Samuel Lister Academy and the Bradford Studio School has already been a real benefit to education in Bradford.

We will welcome opportunities both as a College and Group to work with and serve many diverse communities, and to play a positive role in the wider economy.

Andy WelshBradford College Group ChiefExecutive Officer

Bradford College Group Chief Executive Officer

Bradford College is one of the largest colleges in the UK, and over the next five years it will evolve further as we join forces, through the formation of the Bradford College Group, with other organisations committed to education and employment.

The student experience is key. Our role over the next five years will be to work with the College to realise the goals set out here. We will be the student voice at strategic level, consulting with the student body and speaking out. We will be a critical friend, letting the College know when and where more needs to be done. We will also be enthusiasts: we will applaud, encourage and support the positive achievements over the coming years.

Launching a strategy is just the first step: the Students’ Union looks forward to the journey that lies ahead, and to ensuring the best outcomes for all College students, wherever they are based, and whatever their circumstances.

Fatima SohailPresident of the Bradford College Students’ Union, 2014-2015, and Chair of its Board

Mike WilkinsonVice Chair of the Bradford College Students’ Union Board

Bradford College Students’ Union

Bradford College has a thriving and award-winning Students’ Union. It is one of only a small number of Students’ Unions activeinFurtheraswellasHigherEducation. This Strategy is therefore of great importance to us, and we are pleased to have been part of its development.

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Our Strategy 2015-2020OurMission

OurGoals

OurValues

To work together to create a better future for all through education, enterprise and employment.

1.Deliver an outstanding studentexperience

2.Support employability, enterprise and innovation

3.Place people and communities at the centre of our values

AchievementFocus

InclusionIntegrity

Excellence

5.Grow our reputation and influence

6.Participate in the development of Bradford College Group

4.Maintain a dynamic and sustainable college


The Bradford College StrategyBradford College Strategy 2015-2020

1.THE

BRADFORDCOLLEGE STRATEGY

The Bradford College Strategy

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In 2020, Bradford College will be:

• Deliveringanoutstandingstudentexperience

Through 2015-2020 we will continue to develop and deliver high quality teaching and learning from Entry Level to Postgraduate, across a wide range of subjects and qualifications. We will deliver a curriculum that meets the needs of the local, regional, national and global economy and responds to our students’ interests, abilities and potential.

We will cultivate areas of outstanding success; strengthen core courses; build our provision in Advanced Technology, Science and Engineering; extend our blended education offer; develop work-based learning and increase our ability to adapt to changing market forces. We will expand ourintakeofHigherEducationandFurtherEducation 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 and in liaison with our Students’ Union to ensure high standards, good support, strong results and positive outcomes for all our students.

• Supportingemployability,enterpriseandinnovation

Over the next five years, we aim to make a positive contribution to the Bradford District, the Leeds City Region and the national and global 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

Our mission• Toworktogether

to create a better future for all through education, enterprise and employment.

1.1Ourvisionand mission

society and the workforce. We will help our students prepare 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.

• Placingpeopleandcommunitiesatthecentreofourvalues

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 all our goals, and will involve our alumni. Overall, our aim is to achieve an expanding and welcoming college community, where equality and diversity are embedded in all we do.


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• Maintaining a dynamic and sustainablecollege

We will diversify our sources of income in the UK and overseas, 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 has particular expertise and achievement and will strengthen our ability to address these creatively and effectively. We will be an active member of the Bradford College Group, using this to build income, investment and sustainability.

In addition to our new campus, TheDavidHockneyBuilding,wewillcommission a building dedicated to Advanced Technology provision across Science, Engineering, Technology and other areas. We will strengthen our environmental policy and monitor its implementation.

• Growingourreputationandinfluence

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 FurtherEducationandHigherEducationand the communities we serve.

We will reach out to our current communities and new constituencies in the UK and overseas to encourage people and organisations to be involved with our College, our students, our Students’ Union, our 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 with an award-winning Students’ Union, well equipped for the 21st century.

• ParticipatinginthedevelopmentoftheBradfordCollegeGroup

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.


Our values are the principles that guide the way we do things. They are based on consultation with staff, students and others.

1.2Ourvalues Achievement:We are ambitious. We set high standards for the College and all its students and staff. We help people transform their lives through education, experience, support and inspiration.

Inclusion:We are an open, welcoming and supportive College. Our commitment to equality and diversity underpins everything we do. We build and sustain positive relationships with many communities.

Excellence:We aim for excellence in all our teaching, learning and assessment, and across 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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Our growth plan is aligned with the economic and skills strategies of Bradford Metropolitan District Council and the Leeds City Region. 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.

1.3 Strategic alignment

The following are the local and regional strategies, policies and reports that are important at the outset of our strategic plan:

• Bradford Council Education Improvement Strategy 2012-2015

• Bradford: Producer City

• Bradford City Centre Area Action Plan

• Leeds City Region Economic Plan

• Leeds City Region Labour Market Analysis Report 2013

• Leeds City Region Skills Report 2012

• Leeds City Region Skills Plan 2013-2015

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Goal 3: Place people and communities at the centre of our values Goal3objectives:

3.1 To support the positive progression of all our students, as they advance in their studies or move on to other destinations.

3.2 To work with our students and the Students’ Union to ensure that students are active partners in their learning experience.

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

3.4 To be accountable to, and work in partnership with, the communities we serve and to engage with our alumni.

3.5 To achieve an expanding and welcoming college community, where equality and diversity are embedded in all we do.

Goal 1: Deliver an outstanding student experience Goal1objectives:

1.1 TostructureourFurtherandHigherEducation provision, traineeships and apprenticeships 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 and best variety of teaching, learning and assessment across all our courses, traineeships and apprenticeships.

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

1.4 To foster high-quality research, subject specialism and scholarly activity among our staff and develop external research partnerships and profile.

Goal 2: Support employability, enterpriseand innovationGoal2objectives:

2.1 To enhance the employability and career outcomes of all our students and actively support their progression.

2.2 To support and encourage enterprise, 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, assessment, access, innovation and communication.

1.4 Our goals


Goal 4: Maintain a dynamic and sustainable college Goal4objectives:

4.1 To develop new initiatives and structures that enable us to expand our educational offer and champion innovation.

4.2 To ensure financial sustainability, enabling the College to invest and grow in priority areas.

4.3 To diversify our income sources, identifying new opportunities and responding to the changing needs of our students and the wider environment.

4.4 To maximise the efficiency of our buildings and resources, providing

high quality, environmentally-sustainable facilities with maximum usage and return.

4.5 To continuously develop our estate in line with our educational, income-generation and environmental aims.

Goal 5: Grow our reputation and influenceGoal5objectives:

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, Students’ Union and the communities we serve.

Goal 6: Participate in the development of the Bradford College GroupWeaimtobeanactivememberoftheBradfordCollegeGroup,inorderto:

• 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.

• Fosterarobustandchallengingacademiccommunity, evidenced in high standards, the sharing of best practice and positive outcomes across the Group.

Goal6objectives:

6.1 To develop the Bradford College governance and leadership structures and composition in line with the development of the Group.

6.2 To 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

Thewider context

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The challenges listed below are set to continue:

• GovernmentcutstoFurtherEducationin particular, and reduced government investmentinHigherEducation.

• A steep increase in student fees and costs.

• A nation-wide decrease in part-time and mature students, particularly in HigherEducation

• 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.

• Highyouthunemployment,includingamong 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 will rise to these challenges, ensuringwe respond constructively to changes in the wider environment and find opportunityfor development.

2.1 Opportunities Turning challenges into opportunities

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

Thewider context

We have therefore considered the skills analysis and strategies of Bradford Metropolitan District Council and Leeds City Region in identifying key areas, and their economic forecasts. We have also considered the 2013 UKCES employers survey, which identifies national trends.

• The Leeds City Region (LCR) economy is forecast to grow by 23% in Gross Value Added (GVA) terms over the next decade.

• Fulltimeemploymentisforecasttogrow 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 - an 8.6% rise in self-employment is expected between 2013 and 2020 compared to a 7.5% increase in employees.

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

BradfordDistrict

• manufacturing

• retail

• professional services

• education

• health and transport

• storage and post

• textiles (due to new funding initiatives)

Leeds City Region

• administrative and support services

• retail

• land transport, storage and post

• professional services

• accommodation and food services

• finance

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

2.2 Economy

The Leeds City Region Strategy also emphasises 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 such as 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 Professionals.

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

As a result of this, we will:• Increase employer engagement, work

experience, work placements and 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.

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2.3 Trends

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

• Bradford 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.

• Bradford is 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.

As the higher number of children currently aged 2-11 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 plan the appropriate provision, central to building the intake

of students.

• Continue to offer distance and on-site FurtherEducationtrainingforCarers,andFurtherandHigherEducationcourses

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.

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:

Thewider context

Government policy

In the course of our Strategy, the policy and legislative environment will continue to evolve, and there will be a general election. 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 the 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 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.

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.

2.4Policy

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.

WithregardtoHigherEducation,thegovernment states that ‘an estimated 60,000 young people a year who have the grades toenterHigherEducationcannotcurrentlysecure a place’. It is enabling universities to take on increasing numbers of students and has called for vocational university degrees to be available to more students.

ThefullimpactoftheincreaseinHEfees remains to be seen: it is certain that students are demanding more value for theirmoney.AcrossHEandFE,thefundingsystem has changed, with older students and employers expected to contribute moretothecostofeducation.Fundingtocolleges 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 impactsdirectlyoncollegesofFurtherandHigherEducationistheestablishmentofCityRegions 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:• StructureourFurtherandHigher

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.

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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THECOLLEGE

ENVIRONMENT

3.The College Environment

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3.1 Our studentsIn this section, we summarise our situation in the period leading up to 2015, and look at where we want to go.

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

TotalHEfull-time 2,595

TotalHEpart-time 799

TotalFEfull-time 4,176

TotalFEpart-time 15,234

Apprenticeships

16-18 917

19-24 552

24+ 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

Strategicdirection:

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.

All ethnicities 2013-14

Any other 811 3%

Arab 175 1%

Asian 1133 5%

Black 1158 5%

Chinese 46 0%

Gypsy/Irish Traveller 119 1%

Indian 569 2%

Mixed Other 102 0%

Not known/not provided 131 1%

Pakistani 6107 26%

White 12837 55%

The College Environment

3.2OurServices Further Education

• Distance and e-Learning

• Early Years

• Entry Pathways

• Engineering

• ESOL

• FilmandPhotography

• GCSEs

• Hairdressing

• Health,CommunityandSocialCare

• HospitalityandCatering

• International Students’ courses

• Public Services

• Science and Mathematics

• Professional Part-time and short courses

• Sport,ExerciseandFitness

• Travel and Tourism

FurtherEducationatBradfordCollegeisthriving. 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:

EntryLevel1,2or3FoundationLearning

Level1NVQ,BTECFoundationLearning

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

WedeliverFurtherEducationcoursesin14ofthe15sectorsubjectareas,andtheHigherEducation portfolio enables progression routes from Pre-entry to Postgraduate level: this is a real benefit to many of our students who work towards higher qualifications.

OurFurtherEducationofferencompasses:

• Arts and Media

• Beauty Therapy

• Business and Enterprise

• Community Learning

• Computing and ICT

• Construction

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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 runFurtherEducationdistancelearningcourses and work-based learning, including award-winning blended learning courses for health professionals in Pharmacy and Ophthalmology.

Strategicdirection:

We will continue to grow ourFurtherEducationoffer.

Our priorities include:

• Maintaininganappropriate range and choice of subjects.

• Ensuringtheprovisionof Entry Level courses and clear progression pathways, including into HigherEducation.

• Usingsystematicmarketanalysis and liaison with employers to ensure the best provision

• Promotingflexibleaccessto learning.

• Integratingandmakingthe best use of new technology and the teaching and learning opportunities it provides.


Our priorities will be:

• TosecureTaughtDegree Awarding Powers and realise the benefits and potential this will bring for our students, our academic community and employers.

• Tosafeguardacademicquality and standards.

• Torespondflexiblyto the changing environment in which HigherEducationisplanned and delivered.

With approximately 4,000 students studying on over 150 full and part-time undergraduate, postgraduate and professional courses, we are one of the largestprovidersofHigherEducationinEngland outside of the university sector.

In 2015, our University Centre delivers full and part-time undergraduate and postgraduate courses validated by Edexcel, Teesside University and Leeds Beckett University which are complemented 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 ourHigherEducationprovisionin2010bythe Quality Assurance Agency, the body responsible for academic quality and standardsinUKHigherEducation.

OurHigherEducationcoursescompriseLevel4-6Degree,FoundationDegree,HND,HonoursDegree,PGDip,andMasters.WeofferHigherEducationcoursesinthefollowing subject areas:

• Arts and Media

• BeautyTherapyandHairdressing

• Business and Management

• Computing

• Construction

• EarlyYears,HealthandCare

• Education Studies and CPD

• Engineering

• Film,AnimationandPhotography

• Hospitality

• Initial Teacher Education

• Law

• Ophthalmic Dispensing

• Public Services

• Social and Community Practice

Strategicdirection:

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.

Higher Education

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Customised training and accredited college courses

We market apprenticeships and a range of courses to business and industry, including ApprenticeshipsSkillsForWork(includingcommunication, literacy and numeracy).

There is a range of short and part-time professional courses on offer at the College.

Distancelearning

Distance learning courses enable students from anywhere in England to study for andgain,anationally-recognisedFurtherEducation qualification that is of value to their work and to employers. The courses are fully funded.

Conferenceandvenuehire

There are facilities at the College for meeting space, conference venues, art exhibitions and sports facilities. Our buildings include venues in 21st century and Victorian settings.

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.

Lowcosteventandvisitoraccommodation

OurDorisBirdsallHallsofResidencehave60low-cost, wi-fi enabled en-suite bedrooms designed as five, self-contained flats with shared kitchen facilities.

OtherservicesSports 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 of events.

Hairandbeautyservices

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.

Artsandmediaservices

Our staff and students can provide film, photography and audio recording of conferences and other events. Our arts and culture team can source and sell originalartwork from our current and former staffand students.

BradfordCollegeTextileArchive

Our unique archive collections comprise over 3,000 student workbooks dating from the 1890s, and many thousands of industry pattern books and local mill and trade organisation records, a valuable record for researchers, historians, artists and designers.

Strategicdirection:

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. The DavidHockneyBuildingwillre-position our restaurant, catering and hair and beauty services, making them more accessible to students, staff and the public.

Photography by Paula Solloway

Social responsibility at Bradford CollegeDr Khosro Jahdi and students: Dr Jahdi is a senior marketing and management lecturer with a specialist knowledge of corporate social responsibility.


The skills, hard work and commitment of the College’s capable staff ensure that they support and underpin the successes of all of our students – our staff are the heart of the College.

We set high standards across the College in all aspects of working life, supporting each other in a fair and balanced way. Our workforce is talented and motivated, responding creatively to change.

Strategic direction

Throughout 2015-2020 we will continue to support an increasing number of staff with scholarly activity, research and continuing professional development; all of which will impact positively on students. We will more widely celebrate staff achievement. We will continue to benchmark our working environment, and review our terms, conditions and policies to ensure we maintain a competitive advantage.

3.3 Our staff and skills

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The College in 2015, as one of the largest Colleges in the UK, has a layered management structure, with different numbers of management tiers in different departments, and teams of varying size.

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.

3.4 Our structureStrategic direction

We will ensure the highest standards of governance and leadership for the College and the wider Group, as well as an effective and efficient management structure.


At the outset of this Strategy, the College is revising and updating its business planning systems using Lean Six Sigma. It will align its processes and procedures to enable the successful delivery of 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 identification of, and response to, change and new opportunities.

Through the period2015-2020, the College will contribute to Bradford College Group planning systems. Core College systemssuchHumanResources, IT, Marketing, Finance,PropertyandEstate Management will become shared services provided by the Bradford College Group.

3.5 Our systems

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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. TheDavidHockneyBuildingopenedinSeptember 2014, and is another significant step forward.

3.6 Our estateStrategic 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, the Advanced Technology Centre. Our main campus will be more closely clustered and, with the closure of McMillan, will be more centrally positioned overall. 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 ofFurtherEducationandHigherEducationprovision across the campus, balancing the interests of all students (FEandHE)andtheoverall sustainability of the College.

Over the next five years we will aspire to be a green College with a lower carbon footprint. We will achieve this through the careful management of our estates and through campaigns and the collective action of staff and students.


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HOWWEDEVELOPED

THESTRATEGY

4.

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Howwedeveloped the strategy


4.Howwedevelopedthe strategy

InFebruaryandMarch2014,presentationswere given in the College on: local and regional demographics; employment trends and economic forecasts, and government policy. These were run several times for College Managers, and meetings were held for staff, with slides made available to everyone in the College. One of the policy talks was given with the involvement of the Director of the West Yorkshire Consortium of Colleges.

In December 2013 and January and February2014,thefollowingmeetingstookplace. Some involved one-to-one interviews; others were through participation in wider meetings.

The strategy development was led at Executive level by Andy Welsh, Group Chief Operating Officer (becoming the Group Chief Executive Officer in August 2014), supported by Ruth Wilson as project manager.

Through the development period, there were meetings of the Bradford College Executive and the College Leadership Group. Research took place into policies and trends, and reports were made to the Executive and Leadership Groups.

CATS Colloquium

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

E3 Launch Summit

MeetingwithHEART

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

HEFCESustainabilityEvent

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 events

In April and May 2014 the Leadership Group worked on establishing Key Performance Indicators for the objectives, and the College Corporation considered the draft strategy.

In May 2014, 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 Corporation approved a draft strategy for external consultation, and this was placed on our website in June 2014. We used

social media, the website, targeted email and internal communications channels to encourage students, staff and external stakeholders to give feedback. All the previous stakeholders (listed above) were approached, as well as Bradford Councillors and MPs.

At the same time, members of the Executive and Leadership Group led a series of meetings introducing and exploring different aspects of the strategy – these meetings were open to all members of staff and the Students’ Union. The Students’ Union began a process of talking to Union representatives and other students. Feedbackwasusedtohelpdevelopthefinalstrategy, with consultation continuing on the more detailed implementation plan.

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Howwedeveloped the strategy



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BRADFORD COLLEGE OUR STRATEGY 2015-2020 · PDF fileBradford College a strong college with a strong future 2 3 1. The Bradford College Strategy 2015-2020 1.1 Our vision and mission

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