Strategic Plan 2017-2020 - lcwc.ac.uk · . 14. Strategic Plan 2017-2020. 15 Key meaSureS oF SucceSS Specific targets will be set annually to . reflect the operating environment and

StrategicPlan

2017-2020Artist’s impression of the National College for Nuclear at Lakes College

LIFE CHANGINGLAKES COLLEGE

01946 839300www.lcwc.ac.uk

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introduction

lakes college is a provider of high quality technical education and vocational skills’ training, traditionally servicing the West cumbria Boroughs of allerdale and copeland.

the college offer is well matched to the needs of the region and its employers, and focuses directly upon employment, work-related skills, career progression and personal development.

the college plays a key role in the West cumbrian economy and its communities, by providing a broad and deep range of Further and Higher vocational and technical education, which includes a significant apprenticeship offer in partnership with many hundreds of employers throughout the region.

Based in a first-class, modern estate, equipped with high quality resources and facilities, the college has developed an excellent and well-earned reputation for providing suitably skilled and qualified staff needed by employers across the locality and region. this focus on work-related skills and technical training means that the college must carefully calibrate and adapt its offer to the diverse range of employer needs and the anticipated skills’ demand as described and updated in the skills’ plan for cumbria the wider region.

employers are central to the work of the college, with partnerships and collaboration directly informing operations, the offer, and directly adding value for the local economy. in recent years, the college has evolved its full and part time further, higher and apprenticeship offer in line with national policy. this has led to an increased volume of apprenticeships, enhancing and extending provision at the advanced and Higher levels.

the college plays an important role in supporting people into work, upskillingand reskilling in preparation for employment, and in ongoing continuing professional development programmes. increasingly, this role extends to matching potential employees to vacancies and in securing high quality work placements for learners.

as a founder member and delivery partner of the national college for nuclear (ncfn) hosting the dedicated ncfn northern training Hub, the college has embarked upon an ambitious programme of curriculum development and skills’ support forthe nuclear industry, extending nationally and internationally. this provides lakes college with an excellent opportunity to grow and diversify activity within the nuclear renaissance underway in the uK and beyond.

over the duration of this strategic plan, lakes college will continue to work in partnership with individuals, communities and employees to help unlock their potential and ensure they are equipped to secure sustainable employment and develop rewarding careers.

Strategic Plan 2017-2020

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educationlandScaPe

the environment in which lakes college operates has several distinctive characteristics, wherein a relatively high degree of change is anticipated. in addition to transition and development linked to Brexit, several key components of an emergent industrial strategy, and revitalisation of technical training and skills in the uK, are likely to crystallise during the life of this strategic plan.

these characteristics have been carefully considered and reflected in the development of this plan’s strategic initiatives, priorities and delivery intentions.

Whilst a degree of uncertainty exists regarding the specific detail of how key education policy will be implemented over the duration of this strategic plan, there is certainty regarding the mission and vision of lakes college as a placeof high quality technical education and training, providing direct routes to employment and career development.

this plan reflects several assumptions in relation to lakes college core activities, including:

• revitalised technical training playing a prominent role in a new uK industrial Strategy

• Progression into sustained employment will continue to be a priority for training providers

• apprenticeship reform and levy changes, degree apprenticeships, and employer demands will continue to be significant

• Full implementation of the “Post-16 Skills Quals”, extended high quality work placement, and the 15 occupational routes recommended within the Sainsbury review, are anticipated

• Skills within levels 3 to 5 and “Higher technicians” will become a more prominent part of funding and skills’ policy

• continued importance of english, maths and digital skills

• re-emergence of lifelong learning directly linked to employment for adult learners

• Skills’ plans will need to address gaps, and stress the importance of upskilling and reskilling

• national colleges and anticipated institutes of technology will develop and evolve

• the importance of Fundamental British Values, Safeguarding, and the Prevent and diversity agendas will continue.

central to lakes college strategic intent over the next three years is the absolute imperative to grow and diversify activity and income, thereby ensuring a sustainable, long-term financial position.

this growth will be achieved by implementing strategies, which reflect the national policy drivers summarised above concerning technical education, efficient and effective operations, and by the well-chosen deployment of resources to access opportunities.

I am thrilled with how my apprenticeship went and could not ask for a better tutor.- customer Service Student“The course has increased my educational prospects, having been accepted to university. I received lots of help with my personal statement which has resulted in me gaining 5 out of 5 university offers

- level 3 extended diploma in Business Student

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MissionTo unlock poTenTial

Visiona high qualiTy Technical

college ThaT enables peopleTo secure eMployMenT, progress

and deVelop careers, andMeeTs eMployers’ skills needs

Valuesready

respecTfulpoTenTial


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ValueS and exPectationS

• lakes college is a rewarding, stimulating, enjoyable and collegiate place to work. • to secure and consolidate progress with quality to continuously improve to upper quartile performance

• Staff work in collaboration and partnerships to the mutual benefit of learners, communities, employees and employers

at lakes college, we commit to high standards and expectations, share our three common values, work together, and seek to continuously develop and evolve.

lakes college has three fundamental values which are expected of all staff and learners:

complementary to these values are three core expectations which are universal and support the mission and vision:

readyreSPectFulPotential

I am enjoying my apprenticeship – 99%.

I have received the support I need to succeed in my career – 99%

I would recommend the College to others – 99%

My apprenticeship supports my goals – 99%

- operational data apprenticeship Survey 2016-2017

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exPectationS

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reWardingPlace to WorK

BeStoutcomeS

exPectationSStandardSinnoVation

FinancialSuStainaBility

miSSionto unlocK Potential

ViSiona HigH Quality tecHnical college tHat enaBleS PeoPle

to Secure emPloyment, ProgreSS and deVeloP careerS, andmeetS emPloyerS’ SKillS needS

ValueSready reSPectFul Potential



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StrategicinitiatiVeS

• develop the technical skills, competencies and qualifications employers need

• maximise progression and positive employment outcomes

• Prepare learners for life in a diverse society

• Provide an inclusive, well-resourced and aspirational learning environment

Secure beStoutcomeS for

learnerS

HigH StandardSdeliVered witHin

a culture ofcHallenge,innoVation

and aSpiration

to befinanciallySuStainable

• embed a culture of continuous improvement

• invest in and develop exceptional people who are passionate about improving lives

• enable all staff to innovate, improve, and be enterprising

• optimise technology to add value, and to transform learning and business proccesses

• grow and diversify our income

• to make efficient and effective use of resources

• devolve financial accountability.


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Secure beStoutcomeS for

learnerS

HigH StandardSdeliVered witHin

a culture of cHallenge,innoVation

and aSpiration

to befinanciallySuStainable



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Balanced Scorecard PerSPectiVe

partnerSHipS & community

Working with key stakeholders to support economic prosperity for our region.

finance

Securing financial sustainability to enable investment in our business.

cuStomer

Meeting learners’, parents’, employers’, funders’ and stakeholders’ needs.

innoVation and learning

Effectively utilise capacity, skills, capability and knowledge to deliver our strategy.

our people

Develop, value and empower our people.

internal proceSSeS

Operational excellence.

in delivering our strategic initiatives we consider six balanced scorecard perspectives in our delivery plans;



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Key meaSureS oF SucceSS

Specific targets will be set annually to reflect the operating environment and progress towards the strategic plan. 2020 targets are outlined here.

• learner achievement by 2020 - upper quartile

• positive destinations >90%

• employer and learner satisfaction consistently in upper quartile

• over 90% of learners are at or above target grade > 90%

• achieve iSo Quality mark

• Staff satisfaction consistently at sector upper quartile

• turnover by 2020- £14.8m (as per financial plan)

• operating surplus as a percentage of income >1.5% by 2020

• outstanding financial health by 2020

Secure beSt outcomeS for learnerS

HigH StandardS deliVered by a culture of cHallenge innoVation and aSpiration

to be financially SuStainable

We’ve been ranked as having the second highest scoring employer satisfaction rate in the country for general FE Colleges, with a satisfaction rate of 98.8%.

- annual national Fe choices employer Satisfaction Survey 2016.

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Hallwood roadlillyhall Business ParkWorkingtoncumbriaca14 4Jn

tel: 01946 839300e-mail: [email protected]: www.lcwc.ac.uk

/lakescollege

@lakescollege

@lakescollege

Documents

Strategic Plan 2017-2020 - lcwc.ac.uk · . 14. Strategic Plan 2017-2020. 15 Key meaSureS oF SucceSS Specific targets will be set annually to . reflect the operating environment and