HIGHER LEVEL SKILLS FOR A GLOBAL ECONOMYStrategic Plan 2014-2018

2014

2013

2012

Difficulties in recruiting STEM skills & knowledge

0 10 20 30 40

Expected difficulties technicians (3yrs)

Current difficulties:technicians

Expected difficulties:apprentices (3yrs)

Current difficulties:apprentices

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THE CHALLENGE Higher level skills for a global economy

82,000Additional engineers, scientistsand technologists the UK will require by 2017.

10,000Rail technicians and engineersneeded by 2017, 30% of whom are in the London and South Eastregion.

7,000The target for rail technicianrecruitment over the next 5 yearswith 2,000 qualified at level 4 orabove.

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Some of the statistics make for grim readingand are a call for urgent action and reform.We know that too many young peopleemerge from secondary education withoutthe necessary basic skills in mathematics andEnglish or the employability skills andqualifications demanded by employers. Thistranslates into a dismal adult legacy where

nearly 9% of the population have theliteracy and numeracy levels of an 11 yearold. Successive governments have rightlyfocused on trying to raise standards inschools and on reducing youthunemployment by funding second chancepost-16 education but this focus on lowerlevel skills has come at a cost.

Despite the past 22 years of college incorporation, record levels of governmentinvestment and the recent revival of apprenticeships, the nation’s skills gap hascontinued to widen. Skills are critical to the competitiveness of increasinglytechnology driven and global industries. Skills underpin the productivity of businessesand the success of the wider economy. Skills provide individuals with greater securityof employment, better future career opportunities and increased earning power.

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For decades Britain has underinvested andundervalued higher level professional technicaleducation and as a consequence the UK is16th of 20 OECD countries for the percentageof the workforce who hold sub degree highervocational qualifications. In 2013/14 only36,400 learners were following level 4+ highervocational courses in FE. In a global economy,driven by technological innovation, skills arecritical to competitiveness and productivity.We know for example, that British workers are30% less productive compared to France,Germany and the USA. Skills will play a crucialrole in bridging this productivity gap.

UK demand for higher level skills will increasein the coming years driven by businessexpansion and by people retiring or leavingthe workforce. The problem of an ageingworkforce is acute in some sectors with, forexample, the Royal Academy of Engineeringforecasting a need for 830,000 engineers by2020, aerospace an additional 80,000professional and technical positions and railforecasting demand for a further 90,000technician engineers by 2017.

If Britain is going to rise to these formidablechallenges then it needs fundamental reformof further and higher education, it needs ashift in cultural expectations and perceptionsof professional technical education and it

needs a new public–private partnership withbusiness to share the investment in and thebenefits of excellent skills training.

In 2014 Prospects College of AdvancedTechnology became the first new college tobe incorporated in 22 years. Our mission isclear, it is to take up this challenge and toprovide excellent technological educationwhich supports the skills needs of key sectorsof the UK economy. Specifically, we aim toaddress a structural gap in the FE system andensure that UK business has the pipeline ofhigher-level skilled people that it needs tocompete in a global economy.

That is our challenge. This strategic plan setsout our ambitious plans for a renaissance intechnical professional education and trainingin the UK.

UK demand for higher levelskills will increase in thecoming years driven bybusiness expansion and bypeople retiring or leaving theworkforce

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54

PROCAT STEM MODELLEADING THE WAY IN SCIENCE, TECHNOLOGY, ENGINEERINGAND MATHEMATICS

The STEM Propeller

PROCAT is a specialist college which has been established to meet the workforce development needs of businesses which operate in sectors which are critical to the UK economy. This includes advanced apprenticeships to secure a pipeline of new talent, higher and degree apprenticeships to support advanced engineering capability and bespoke training solutions to develop the expertise and skills of the existing workforce.

Interconnected STEM ClustersAdvanced Engineering & Robotics Focusing on all areas of high tech skills required for design, development, manufacture, test and maintenance of systems and structures involving precision working, new technologies and new materials for high performance or difficult environments. Includes rail, aero, aviation, automotive, process and agricultural engineering, manufacture, renewables and power, electrical and electronic systems, offshore and marine.

The college will invest in new advanced engineering equipment and higher level programmes to provide skills training in CAD-3D, CNC programming, robotic programming, PLC, H&P and systems engineering

• The STEM Propeller illustrates the key industry sectors and the cross cutting themes. The industry blades are Advanced Engineering & Robotics; Transport and Logistics (including aviation and railway engineering); and Construction, Utilities & Infrastructure.

• The cross cutting themes which are present in all of the provision are Contextualised Mathematics, Environmental Sustainability, Digital Technologies and Design.

The college has worked with the New Engineering Foundation (NEF) to develop a Science, Technology, Engineering and Mathematics (STEM) strategy which provides a robust framework, a clarity of purpose and a coherence to the provision. Importantly, the STEM Strategy strengthens existing provision and provides the college with the capability to deliver

new and emerging technology provision that meets the needs of key regional and national industry sectors.The STEM strategy is an evaluative process which enables the college to properly identify demand in key sectors and to assess the suitability, scalability and sustainability of existing and new provision.

Transport and Logistics Focusing on the existing specialisms of railway engineering and aviation and developing new programmes in transport and logistics; all sectors with an increasing demand for skilled technician engineers.Railway engineering will include signalling systems design, commissioning, installation, testing and maintenance where the focus will be on CAD, electrical and electronic engineering and rolling stock maintenance and core engineering skills. Aviation engineering will focus on maintenance and repair operations (MRO) and the development of engineering skills for airframe and avionics engineering.

A Foundation for Success• The college recognises that not

all young people leave secondary education equipped with the skills and qualifications needed for progression to further education or an advanced apprenticeship. Many also lack the basic employability skills that employers demand.

• PROCAT is in the process of designing a new foundation programme to prepare young people for progression to advanced apprenticeships and a career in industry. This pre-apprenticeship programme will be funded through the study programme but will have the express objective that the majority of students will progress onto an advanced apprenticeship and/or employment.

Construction, Utilities and Infrastructure This cluster will focus on subjects such as the design and management of sustainable buildings; materials performance; smart construction technology and processes; energy and resource efficiency in building operation and maintenance, robust products and technologies, occupational health & safety; interdependence of landscape and infrastructure. The college will develop new higher level programmes in infrastructure management, civil engineering, advanced building innovations and building information modelling (BIM).

The STEM strategy strengthens existing provision and provides the college with the capability to deliver training in new and emerging technologies.

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Applying the PROCAT modelThe PROCAT model places learners andemployers at the very centre of the work ofthe college. Our twin objectives are to ensurethat young people have access to high qualitycareers in industry and to ensure thatemployers have the skilled workers that theyneed to be able to compete in a globaleconomy.

The PROCAT model has the characteristics ofhighly effective vocational training identifiedby the Commission on Adult VocationalTeaching and Learning in its report toMinisters in 2013: • A clear line of sight to work on all

programmes.

• Dual professional teachers and trainers whocombine occupational and pedagogicalexpertise and are trusted by employers.

• Access to industry standard facilitiesreflecting the way in which technology istransforming work.

• Clear escalators to higher level vocationallearning, developing and combining deepknowledge and skills.

But the PROCAT model goes further,developing our relationship with employersbeyond that of purchaser or customer to anew level where employers are partners inworkforce development and where employersco-invest in the cost of training, thedevelopment of the curriculum and thepurchase and installation of trainingequipment.

The college has established two specialistfaculties which support key sectors.

Faculty of Engineering Engineering Design and MaintenanceManufacturingRailway EngineeringAutomotive EngineeringAviation Engineering

Faculty of Construction and Built EnvironmentBuilding Services Engineering Utilities & Infrastructure

Promoting career-long learningPROCAT promotes careers in the sectorswhich it serves. The college will activelypromote careers and apprenticeships withinschools, running a number of initiatives suchas industry days, young engineer clubs, STEMambassador programmes and open evenings.The college is especially keen to encouragemore young women to consider a career inindustry.

The college is focused on providing first jobcareers for school and college leavers.PROCAT jointly advertises apprenticeshipvacancies with sponsoring employers andoperates assessment centres to selectapprentices. A clearing bank similar touniversity applications ensures that youngpeople are considered for a number ofopportunities.

5

Example of Thales joint advert.

7

ENGINEERINGOutstanding training for Industry by Industry EMPLOYERS

Engineering Constructionand Built Environment

SPECIALISTTECHNICAL

FOCUS

RESPONSIVERELEVANT

SKILLS

CAREER-LONGLEARNING

U K I N D U S T R Y C O M P E T I T I V E N E S S

CONSTRUCTIONOutstanding training for Industry by IndustryA N D B U I L T E N V I R O N M E N T

THE PROCAT MODEL A new deal with industry and young people

4

The PROCAT model takes the besttraditions of high quality industrial trainingand applies them to a modern setting. Inthe future, employers will lead on creatingdemand for skills and will work inpartnership with PROCAT both to raise

the skill level of their existingworkforce and to create a pipeline

of technical professionals tomeet future needs. In keysectors such as rail andaviation employers will worktogether to plan and organise

training and where necessarythey will co-invest in the

specialist equipment andresources that are needed to achieve

realistic work based learning.

The PROCAT model has seven keycharacteristics which combine to ensure thatthe college provides outstanding technicalprofessional work-based training. They are:

1 A focus on key sectors of industry wherethere is significant demand for higher leveltechnical skills including advancedengineering, aviation, rail, defence, andautomotive as well as construction, buildingservices engineering, and renewabletechnologies.

2 Powerful partnerships with businesswhere employers play a central part ingovernance, curriculum design and qualityassurance and also co-invest and share thecost of workforce development.

3 Apprenticeships at the heart of theprovision. Offering young people pathwaysto employment with learning andprogression to advanced, higher and degreelevel apprenticeships.

4 Workforce development training toensure that businesses remain competitivein a rapidly changing marketplace. Keepingahead of industrial technology andproviding refresher and up skilling training.

5 Operating from centres of excellencewhere employers and learners can havetrust and confidence that training will bedelivered by industry expert professionalsusing modern equipment and operatingfrom a realistic working environment.PROCAT will lead on the development anduse of digital learning technology toempower learners and their employerssupporting new ways of deliveringeducation and skills.

6 Creating pathways to employment,further and higher education andpromoting equality and diversity.PROCAT will work in schools to promotewider entry into higher level professionsthrough improved careers advice, access toadvanced and higher apprenticeships andpathways to degree level study.

7 Presenting a professional culture wherethe learner and the customer always comefirst and where the prevailing values of thecollege are integrity, equality, fairness andaccountability.

PROCAT MISSIONTo contribute to the success

of key sectors of Britishindustry by taking a leading

role in providing excellenttechnological education and

skills training, open to allpeople of ability and

commitment.

6

A PROCAT trained apprentice willstand out from the crowd.

PROCAT is open to everyone withcommitment and potential whether or notthey have been well served by their earliereducational experiences. Clear progressionpathways enable learners to achieve thehighest possible qualifications and supporttheir educational and skills developmentthroughout their careers.

A clear pathway of progression exists forevery learner either through a foundationprogramme and onto further or highereducation or through the apprenticeship routestarting at level 3 and moving through tohigher education, HNC/D and foundationdegree.

A gold standard apprenticeshipThe engineering and construction industriesneed high quality young people, committedto a career and equipped with the practicalskills, technical knowledge and employabilityskills necessary to be an industry professional.A PROCAT advanced apprenticeship meetsthat need.

An employer will know that a PROCATapprentice is properly prepared to work inindustry. Every PROCAT apprentice will havehigh-level technical and practical skills,developed on and off the job and underpinnedby the technical knowledge needed to solvecomplex problems. A PROCAT trainedapprentice will stand out from the crowd.

An apprentice will know that we havecarefully selected our employers and that wewill only work with those businesses that arecommitted to making a long-term investmentin training, supporting time at college, payinga proper wage and offering employment onsuccessful completion of an apprenticeship.

Supporting workforce developmentThe PROCAT technical training advisors willwork with businesses to help them plan anddevelop their workforce to meet current andfuture needs. Once the training needs havebeen identified PROCAT delivery teams willdesign flexible and cost effective workforcetraining. PROCAT advisors will also assist theemployer to secure any public funding whichmight be available to support the investmentbeing made.

Maintaining Centres of ExcellenceWorld class training requires world classlearning environments. At PROCAT a majorinvestment in three new campuses and twospecialist academies in the Thames Gatewayhave ensured that the college can offerinspiring industry standard learningenvironments to its students and employers.

STRATEGIC INTENTIONSThis is the first strategic plan sinceincorporation in September 2014. The 3 yearplan contains ambitious long-term objectivesthat will ensure that by 2018 PROCAT isrecognised as one of the UK’s leading Collegesof Advanced Technology offering outstandingcareers for young people and excellentworkforce training for employers.

There is much to do to build on what hasalready been achieved and we set out here asummary of some of the college’s keystrategic intentions.

We will create a National Centre of Excellencefor Advanced Engineering.• PROCAT will invest £1.4m in upgrading and

remodelling its Engineering Centre inBasildon. This investment will focus onindustry standard equipment forengineering design, mechatronics, powersystems and specialist training resources forrail and aviation. The new centre will beoperational by September 2015.

We will become sector leaders in the use ofDigital Learning Technology• PROCAT will become a leader in the use of

digital learning technology within workbased learning. This will include thedevelopment of on-line learning materials,virtual and managed learning environments,and a learner management system whichwill improve the ownership and influenceemployers have over their apprenticestraining. The college will appoint a DigitalLearning Fellow to lead on this 2 yearproject.

7

We will provide a powerful employer voice inthe governance of the college• Using the Group Training Association

model of employer partnership we willestablish two GTA Committees, populatedand chaired by employers from the sector.These committees will support the collegeand provide feedback, advice andchallenge on the quality and effectivenessof provision.

We will develop a gold standardapprenticeship which is highly valued byemployers and by young people looking fora career• A PROCAT Charter will set out the

minimum requirements from a sponsoringemployer. This will include new obligationsto pay a proper wage, release apprenticesfor off-the-job training and offer long termemployability and career opportunities.

• PROCAT will provide employers with acomprehensive apprenticeship programmeincluding additional optional modules,higher level awards and a recruitment andassessment service. In the future,employers and government will share theinvestment in apprenticeships and thecollege will provide high valueprogrammes at a competitive cost,introducing a sustainable fee structurefrom 2016.

We will improve the quality of careers advicein schools and raise awareness of higherlevel professional and technical professionalpathways• Supported by funding from the Edge

Foundation, the college will employ a STEMCareers Adviser to work with local primaryand secondary schools to promote careersin the engineering and construction sector.

• A team of apprentice ambassadors willhelp inform young people of the benefitsof an apprenticeship and a Young EngineersClub will work with younger students tosupport their interest in engineeringcareers.

• A partnership will be established with EastLondon University Technical College toensure that a pipeline of high qualityengineering scholars are able to secure aPROCAT advanced engineeringapprenticeship.

We will create new pathways to higher levelprofessional technical training• This will include HNC/HND programmes,

part time study programmes, higherapprenticeships and degreeapprenticeships. PROCAT will partner witha leading university and seek to award itsown degrees in due course. We will workwith the chartered institutes to secureprofessional status for our engineering andconstruction students at level 3 andbeyond.

We will introduce a new pre-apprenticeshipoffer for young people who at 16 do notmeet the entry criteria for advancedapprenticeships• The college will establish a Faculty of

Foundation Technology and will develop anew curriculum designed to equip youngpeople with the foundation skills,employability skills and work skills neededto be successful on an advancedapprenticeship. This new programme willsignificantly improve the success andprogression of learners with low levelacademic attainment.

WORK-BASEDDEGREE

UNIVERSITYDEGREE

ADVANCEDAPPRENTICESHIPS

INTERMEDIATEAPPRENTICESHIPS

FOUNDATIONTECHNOLOGY

HIGHERAPPRENTICESHIPS

LEVEL 3TECHNICAL AWARD

LEVEL 2CRAFT AWARD

FOUNDATIONTECHNOLOGY

LEVEL 4HNC

16 – 24 YearsLevel 2 Award

or 5 GCSE A-C

Any ageLevel 3Award

16 – 24 YearsLevel 2 Award

or 5 GCSE A-C

16 – 18 YearsGCSE E or above

in Maths & English

A Levelsor Level 3

Qualification

AAP

PR

EN

TI

CCE

SH

IP

P

AT

HW

AY

SH

IP

PP

AT

DEGREE

LEVEL 3 TECHNICIANAPPRENTICESHIP AWARD

LEVEL 2 TECHNICIANAPPRENTICESHIP AWARD

LEVEL 1FOUNDATION AWARD

LEVEL 4 HIGHERAPPRENTICESHIP

FEE

SS

IP

RRO

L

ST

AT

US

IO

NAA

ND

AT

ION

DA

TF

OU

TTH

WA

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, F

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PAA

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AATT

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Ladders of Educational Opportunity and Pathways to Higher Skills

98

Work Based Pathway

Classroom Based Pathway

Intermediate Apprenticeships

Level 2Craft Award

Level 3Technical Award

HigherApprenticeships

AGE 16 - 24Level 2 Awardor 5 x GCSE’s A - C

AGE 16 - 24Level 2 Awardor 5 x GCSE’s A - C

AGE 16 - 24Level 2 Awardor 5 x GCSE’s A - C

A Levels orLevel 3 Qualification

LEVEL 2 - Technician Apprenticeship Award

LEVEL 1 - Foundation Award

Available points of entry at PROCAT

LEVEL 3 - Technician Apprenticeship Award

LEVEL 4 - HigherApprenticeship

Degree Level - Higher education

PROFESSIONAL STATUS & KEY

Level 4 HNC

AdvancedApprenticeships

8

The importance of good governance and leadershipTo achieve its vision and ensure the vitality of the partnership withindustry, the college has created a new model of governance andcurriculum leadership. PROCAT operates a faculty model to supportspecialisms in engineering and construction.

ORGANISED TO DELIVER

Audit

Governance& Search Remuneration

Faculty ofEngineering

Faculty ofConstruction &

Built Environment

Faculty ofFoundationTechnology

Governance

CEOPrincipal

EPEP

EP EP

Audit

Governance& Seeaarch Remuneratio

Faculltty ofEngineering

F lt f

Faculty ofFoundationTechnology

GTA

GTA

C OCEOPrincipal

PEPEEP

EPEPEEP EPEPPEP

Audit

Governance& Membership Remuneration

Curriculum Leadership

CEOPrincipal

EPEP

EP EP

Audit

on

Audit

Governance& Membership Remuneratio

C OCEOPrincipal

PEPEEP

EPEPPEPEPEPEEPBoard ofStudies

Faculty ofEngineering

GTA

Faculty ofConstruction &

Built Environment

GTAFaculty of

FoundationTechnology

Boardddd ofB

CEOPrincipal

The college leadership recognise thatachieving our plan will be dependent on:• Passionately promoting a compelling

vision for PROCAT• Highly effective leadership and

governance of the college• Financial strength and sustainability• Continuous improvement in service,

quality and provision• Developing and maintaining a

committed workforce

The PROCAT BoardThe new Corporation Board is committed tofollowing the highest standards of corporategovernance and accountability. We alreadyhave a high-performing board packed withexpertise and experience and drawing strongrepresentation from employers, keystakeholders, the local authority, trade unionand student and staff representation. Theboard has established sub-groups for audit,governance and search, and remuneration.

The Executive TeamPROCAT has a very experienced senior teamled by the Chief Executive and Principal andsupported by a Director of BusinessDevelopment and a Chief Operating Officerwho is also the Head of Finance. PROCATunderstands the importance of strong,visionary leadership and committed, effectivemanagement.

The FacultiesThe two faculties are responsible to theexecutive, deploying a matrix reportingstructure based on operations anddevelopment to which all staff will contributein varying degrees. The introduction of Headsof Faculty recognises that responsibility forachieving excellence in a specialist collegemust lie with the appropriate professionalsand their supporting staff.

The Group Training Association model The GTAs will ensure that employers aredirectly linked to the work of the collegeand have a strong voice. GTA Committeeshave been established for both engineeringand construction. The Committees arepopulated by small, medium and largeemployers from the sector and providePROCAT with advice, challenge, support andguidance. This places employers at the heartof leadership of the college.

The GTAs will ensurethat employers aredirectly linked to thework of the college andhave a strong voice.

9

AVIATIONSector

Committee

PARTNERSHIPCOMMITTEE

PARTNERSHIPCOMMITTEERAIL

ENGINEERINGSector

Committee

AVIATIONSector

Committee

PARTNERSHIPCOMMITTEE

PARTNERSHIPCOMMITTEERAIL

EENGINEERINGSector

Committee

ENGINEERINGOutstanding training for Industry by Industry

CONSTRUCTIONOutstanding training for Industry by IndustryA N D B U I L T E N V I R O N M E N T

GTA Employer Committees

The Board of StudiesThis very important board will be chaired bythe Principal. It is responsible for approvingnew curriculum proposals, monitoringstandards, professional teaching practice andoverseeing centre accreditations. The Board ofStudies is also the link between the facultiesand the GTA Committees. PROCAT willintroduce 7 ‘tests’ for new curriculum toensure that programmes are led by demandfrom employers and can deliver the necessarystandards and outcomes.

The need for a Professional CultureThe PROCAT ethos is built on respect andreflects the professionalism and craft values ofthe industries it serves. We set ourselves highstandards and we have high expectations ofour students as well.

We will clearly define the professionalstandards that we expect and these areunderpinned by some fundamental principlesunder which we operate; integrity, equality andfairness and accountability.

It will mean something to be a PROCATprofessional. We want our people to befiercely proud to work for PROCAT and toshare our values being optimistic, honourable,trusted, respectful, creative and ethical in allthat they do.

The commitment to go from ‘Good’ to‘Outstanding’To be successful PROCAT must be regardedby employers and students as a first choice,premier provider of higher level skills. Ouraim is to be judged by external inspectoratesas an outstanding place to learn and byindustry and the sector as a centre ofexcellence in its field of expertise.

PROCAT inherited provision which was judgedby Ofsted to be ‘good’ with some‘outstanding’ features which included

outstanding visionary leadership. The challengefor the college now is to build on this solidplatform and move the organisation forwardto achieve an outstanding rating as soon aspossible. PROCAT will seek approval from theleading sector bodies such as the NationalSkills Academy for Railway Engineering, theInstitution of Engineering Technology andothers to confirm its staus as a national centreof excellence.

The need to build long-term financialstrengthThe new college opened during a period ofunprecedented change within the sector andin the face of significant reductions in publicfunding for some elements of FE as centralgovernment seeks to reduce the nationalbudget deficit.

The college understands the environment inwhich it is operating and has developed a clearfinancial strategy to ensure that the long-termfinancial health of the college is strengthened.Moving forward we will:• Focus on growing the core business

where demand from employers remainsstrong. i.e. 16-18 advancedapprenticeships.

• Create a better balance between publicand private sector income by driving upemployer investment in skills.

• Ensure that the college is operating atoptimum levels of efficiency and iscutting overhead costs whereverpossible without impacting on quality.

• Introduce new ways of working whichimprove efficiency and the effectivenessof delivery.

• Reduce long-term debt by liquidatingunused or under used assets.

1110

We will continue to have a relentless focuson quality improvement with an expectationthat provision will be judged to beoutstanding within the lifespan of this plan

• In 2015 PROCAT will publish its first self-assessment report and improvement plan.There will be a relentless focus onimprovement and performancemanagement at all levels within the college.

• Specific measures will be taken to ensurethat PROCAT has outstanding outcomes forlearners with success rates at least 10percentage points above the nationalaverages.

The college plans to be an exemplar forHealth and Safety management, thepromotion of equality and diversity andlearner safeguarding

• The college aims to be financially securewith an SFA rating of ‘outstanding’ by 2018.

• The college is seeking to grow its incomeyear on year focusing on growth inapprenticeships and employer income.

• In 2015 there will be an Estates Reviewundertaken by external consultants toconsider the condition, use and futurerequirements for the college land andbuildings. This review is aimed at ensuringthat the college maximises the efficiency ofits estate and has the right provision in theright location to meet current and futuredemand. The consultants will publish theirreport in May 2015.

• In 2015 there will be an Efficiency Reviewto consider cost savings that can be madeand new ways of working which increaseefficiency without compromising quality.

• By 2018 the college expects to havereduced long-term borrowing to below40% of turnover and created free reservesequal to at least 10% of turnover.

WHERE PROCAT WILL BE IN 2018Our mission is to serve industry by providingoutstanding professional technical training.Our plans are ambitious but we expect to bejudged by our results, by government butmost importantly by our students andemployers. This plan will have beensuccessfully delivered if by 2018 PROCAT has:

• Excellent quality ratings from relevantregulators

• Exceptional satisfaction ratings fromemployers and students

• Outstanding levels of employerengagement and leadership

• A reputation as a leader in digital learning

• National coverage as a centre ofexcellence

• A thriving partnership with a like-mindeduniversity

• Unprecedented levels of employerinvestment

• Clear pathways from foundation levelthrough to degree level awards

• Financial security and capacity for furtherinvestment

• Outstanding facilities for learning

1113

STRATEGICINTENTIONSPROCAT fully understandsthe vital importance ofleadership andgovernance in therunning of anoutstanding college.Since incorporation, theboard has movedquickly to establishrobust and opengovernance and these planswill develop over the lifespanof this strategy. Listed here aresome of the key plans forgovernance and leadership:

We will build on our strong and experiencedCorporation Board• The board will be populated by senior

leaders from industry and the community,staff and student representation and peoplewith expertise in finance, governance,education and skills, quality and businessand will have a professional clerk to advisethe board.

• The board will shape the 4-year strategy toachieve outstanding quality and long-termfinancial stability.

• The board will support the Principal to builda strong Executive Team to lead the collegenow and in the future taking properaccount of the need for succession planningat every level.

The quality of teaching and learning will begiven an overriding priority within thecollege• We will publish a new teaching and

learning strategy designed to move theorganisation from consistently good toconsistently outstanding.

• We will publish a statement of professionalstandards for teachers and trainers whichclearly defines the college’s expectations.This will be supported by a comprehensiveprogramme of professional developmentand a robust performance managementsystem.

10

PROCATCORE

STRATEGY

Leadership &Governance

Financial Strategy& Budget

Curriculum &Organisational

Design

People &Professionalism

Strategy

Marketing &StakeholderEngagement

Estates &ResourcesPlanning

Quality &Continuous

ImprovementStrategy

BusinessDevelopment

and R&D

Since incorporation, the boardhas moved quickly to establishrobust and open governance.

12

1514

Basildon Campus Crompton CloseBasildon Essex SS14 3AY+44 (0)800 389 3589 enquiries@procat.ac.uk www.procat.ac.uk

Serving the Thames Gateway and London Regionwhilst providing national centres of excellence forrailway engineering and aeronautical engineering.Basildon Canvey Island Southend-on-Sea

Copyright 2015 Prospects College of Advanced Technology