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We are rightly proud of our learners, our staff and our provision and the way we contribute to the economic
regeneration of our locality and indeed the wider area. We are determined that Accrington and Rossendale
College will continue to meet new challenges, expand and succeed.

Our capacity to adapt to change and continually improve indicators. Success will be achieved by the commitment of
over the last four consecutive years has been exceptional. our staff, their imagination, enthusiasm and the many other
Learner success rates have significantly increased each year personal qualities required to provide a service to a range of
and are now above national averages at all levels for all age customers with different expectations, aspirations and needs.
groups. This success is testament to the hard work and
commitment of our staff and students. We will continue to pursue our mission ruthlessly over the next
three years. We endeavour to achieve our goals in a working
This Plan is entitled ‘Achieving Excellence’. We aim to make environment based on collective responsibility, integrity,
the transition from very good to outstanding. This requires not mutual trust, respect and openness.
only high learner success rates but also a service that
provides value for money and one that is truly responsive to
the needs and demands of employers, individuals and our
local community.
Stephen Carlisle
The success of this plan will not be achieved exclusively by Principal, Accrington and Rossendale College
the setting and monitoring of targets and performance

What is this
strategy about…?
This strategy sets out the vision that the college is aiming to The transformational shift over the next three years will be
achieve by 2011 and the actions required for it to come to considerable and will require creativity, adaptability and a
fruition. large degree of risk taking.

The development of this three year strategy has been led by Throughout this transition we will maintain our major focus on
the Principal and Deputy Principal and has involved all of our developing skills for 14-19 year olds, for employers and
senior managers and members of our Corporation. We have learners in the workplace and for adults and their
also consulted widely with our key stakeholders, our staff and communities.
our learners as well as community and business leaders.
This plan is our future.
The college’s mission ‘Raising access, aspiration and
achievement’ will provide a focus for our work. We are confident that we can achieve the ideas within it.

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Our Mission…
Accrington and Rossendale College is a specialist vocational college committed to developing the skills of 14-19
year olds, adults and their employers, individuals and their communities. Our mission is to raise access, aspiration
and achievement. Within this mission we strive to support those whose educational aspirations have yet to be
realised whilst contributing to the economic regeneration of Pennine Lancashire

Our Vision…
To be one of the highest performing education and training providers in the country meeting the demands and
needs of our customers to raise participation and achievement at every level.

In other words, we want our college to be ‘The College of first choice’

If our ambitious plans for our college come to fruition these are
some of the outcomes we could be celebrating as Success in

• Recognition for excellence in our next inspection

• Robust partnerships with schools and other providers in
Hyndburn, Rossendale and the Ribble Valley to jointly
deliver the new 14-19 Entitlement, including the
specialist diploma lines

• A demand-led culture which is flexible and responsive
to the identified needs of employers and stakeholders

• Strong and growing apprenticeship provision which
meets the local skills needs

• A talented and creative staff team who exude
flexibility, high level skills and entrepreneurial zeal

• The establishment of a flourishing Foundation
Degree programme supported by Lancashire

• An overall success rate for all of our learners in the top
10% of Colleges

• The best performance in Train to Gain in Lancashire

• Innovative partnership and delivery arrangements
which enable the college to ‘successfully work with
traditionally hard to reach groups.

• A surplus of 2% of turnover each year and reserves of
over £4 million by 2011 to support our capital
programme and future investment.

Our Strategic Plan 2008 - 2011 3
Our Environmental
The Governors and staff of Accrington and Rossendale College are committed to minimising the environmental
impact of the College's activities through a process of continuous improvement in environmental performance.
We will seek to develop an ethos of environmental responsibility amongst all our staff and students as well as in
the management of our Estate. There is the opportunity to protect our immediate environment by exercising
proper control over the use of sustainable resources and by discouraging wasteful or damaging practices.

We recognise that as a leading Further Education provider and employer in the area we have a responsibility to both set an
example and play our part in helping others to recognise the need to move towards sustainable development.

Our Social
We also recognise the obligations we have towards our staff, stakeholders, customers, suppliers, competitors and
the community as a whole. We believe our reputation, together with the trust and confidence of those with whom
we deal, to be one of our most valuable assets. In order to keep this reputation and trust, we demand and
maintain the highest ethical standards in carrying out our business activities.

We are not only committed to our clients, but we also take pride in being a socially responsible organisation. Wherever we
can, we like to help improve the life of others. We have adopted ‘The Bethany Children’ from Tanzania as one of our main
recipients for fundraising activities together with a number of local charities.

Students raising money for Children In Need John Brindle (bottom right) at the Bethany Orphanage, Tanzania

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Our National Context…
Lord Leitch’s interim report of his review of the nation’s skills needs up to 2020 found that the UK lags behind its
international competitors, ranked 24th out of 29 developed nations for the proportion of young people staying on
in education or training after the age of 16. The number of adults in the workforce without the skills needed to
succeed in a modern economy is also high: the UK is ranked 17th out of 30 countries. At the same time, nations
such as India and China are rapidly improving their skills base. Even if the UK meets current targets for raising
skills and qualifications among young people and adults, by 2020 it will still be nowhere near the top of the
international league.

The national agenda poses a number of significant • Access to new entitlements for learners, to help more
challenges for the College. The College will need to continue people in their early 20s continue their education to gain
to reform the way we work if we are to meet the needs of the technical and professional skills and qualifications that
the local economy, LSC priority areas and the national are the passport to many good jobs.
challenge to provide world class education and training. Our
focus will need to shift from a product based service to a • A continuous professional development and registration
more demand-led system with the needs of both individuals requirement for all teaching and assessing staff.
and employers at its heart. During the duration of this plan
the college must respond to the reforms set out by the • New freedoms for high performing colleges coupled with
government for the further education sector, including: tougher and speedier intervention to combat poor
• The development of a single recognised quality rating,
giving new incentives to raise quality and a new, clear • Increased competition, providing opportunities for new
source of information for learners and employers. high quality providers to enter the system to bring
innovation and drive up quality.
• World class specialised vocational learning, driven by the
needs of employers. • Stronger, more systematic integration of higher education
within the FE sector .
• Raising the quality of teaching, training and learning
tailored to the needs of individuals and responding to the
personalisation agenda.

• Responsiveness to employers and learners: giving learners
and employers a greater say in the provision of education
and training.

Our Local Context…
Accrington and Rossendale College is located in Pennine Lancashire and serves the districts of Hyndburn,
Rossendale and the Ribble Valley. We are particularly strong at delivering construction programmes for which we
are a Centre of Excellence; we also have an excellent reputation for our workbased and workplace delivery
which is offered throughout the regions.

The areas we serve range from affluent, well qualified According to the 2001 census, black and minority ethnic
populations to those areas experiencing significant groups make up 8.3% of the population of Hyndburn with 96%
disadvantage, low aspiration and poor qualification levels. of these being of Asian origin. This percentage has increased
This is a challenging mix which requires different approaches considerably from the 1991 figure of 5.62%. In Rossendale
and decisions for each. where the principal country of origin is Bangladesh, the
ethnic minority comprises 2.5%; in the Ribble Valley the figure
In 2007/2008 1383 full-time students and 4315 part-time is 1%.
students enrolled at the College. Over 284 learners enrolled
on Apprenticeship programmes. The gender balance on full- In 2007/8 College enrolment data shows that 12% of students
time programmes was 47% female students and 53% male identified themselves as being of Asian origin, the vast
students. On part-time programmes the enrolment figures for majority of which were Pakistani. The 2005 OfSTED inspection
males and females were exactly equal.. A higher proportion recognised the college success in recruiting minority ethnic
of female students, 53%, enrolled on part-time programmes learners with enrolments being much higher than the local
compared to 47% male students. community profile.

Our Strategic Plan 2008 - 2011 5
Our Success
During 2007/8…
During 2007/8 the college has achieved considerable change to its curriculum, student base, staff mix and skill
base and organisational capacity. We have seen the completion of the new building and the relocation of
college activities based in Rossendale moving to the Broad Oak Campus.

During this challenging time we have continued to work on • Consolidated our Planning for Success system to
closely aligning our provision and approach to government incorporate increased effectiveness and efficiency
and LSC strategy and priorities whilst at the same time measures which line up with the framework for excellence
continuing to see student success rates improving.
• Introduced college wide quality frameworks for learning in
During 2007/8 we have: the workplace and commercial work

• Opened a brand new, fully operational campus that • Worked with partner schools to launch a successful first
includes a fantastic new student centre cohort of the Hyndburn 14-19 learning consortium

• Focused on supporting staff with teaching and learning • Developed a successful citizenship programme, that has
strategies with a particular emphasis on those new to been recognised by the home office as best practice

• Improved recruitment and success rates for learners in all • Successfully embedded a virtual college learning
age groups and at all levels environment which generated over 200,000 additional
on-line learning hours during the year
• Achieved our apprenticeship targets to be noted by the
LSC as the best work based learning provider in • Achieved the Lancashire Healthy Schools programme
Lancashire quality mark certificate for Scohol/College nursing

• Participated in the pilot of the ‘Training Quality Standard’ • Successfully gained re-accredidation for the Investor in
for colleges and submitted our plan for accreditation People kite mark

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Our Learner Context…
Our Mission clearly states that we will work with young people, employers and adults and their communities. In
order to set the context for this work the next section explores the major national and regional policy initiatives
impacting upon our college strategy.

Our Analysis…
…of context, opportunities and challenges
Policy Drivers: National Priorities:
Government Skills Strategy / White Paper, PSA targets / Improve Apprentice Framework completion rates
Apprenticeships in England Strategy
Opportunities and Challenges:
LSC Priorities: • College provision focuses on two major vocational areas,
• Achieve Apprenticeship starts in public sector this needs to be expanded
• Improve overall framework completion rates • Success rates are amongst the best in Lancashire
• Replace or re-commission poor quality provision • Lack of employer take up in construction trades restricts growth
• Increase representation of ethnic minority and female groups • Effective full-time routes into Apprenticeship programme
into Apprenticeships • Good links with Public Sector Organisations to support new
innovative programmes
• Predicting the effect of changes in the economy on the
construction industry.

14-19 Year Old Learners
Policy Drivers: Opportunities and Challenges:
14-19 Implementation Plan, Five Year Strategy, StAR review, • Below average GCSE performance in two boroughs
Lancashire 14-19 Strategy, PSA targets, Every Child Matters, raising of • Strong Increased Flexibility Partnerships
compulsory participation age. • Consortium approach already developed in Hyndburn
• Increasing market share of school leavers in Hyndburn
LSC Priorities: • Need to improve Level 3 success rates
• Increase the number of 19 year olds who achieve at least Level 2 • Lack of local reputation for Level 3 work
• Increase the proportion of 19 year olds achieving a Level 3 • Establishment of 14-19 curriculum framework
qualification • The opening of Hyndburn Academy in September 2008
• Reduce NEET figures • Increased competition from local schools gaining post 16
• Implement 14-19 strategy in each Travel to Learn area provision
• New Government department leading on 16-19 work.
National Priorities: • LEA responsibility of funding unclear.
Improve Apprentice Framework completion rates

Work related skills
Policy Drivers: National Priorities:
Government Skills Strategy, LSC Annual Plans, Foster Report, The Improve skills of workers delivering public services. Increase demand
Training Quality Standard for Employer Responsiveness and led learning to meet the needs of employers, young people and
Vocational Excellence, White Paper, Sector Skills Agreements, Leitch adults
Review, LSC, HE Support
Opportunities and Challenges:
LSC Priorities: • Broad portfolio of NVQs at all levels delivered entirely in the
• Extend Level 2 entitlement into Level 3 and increase number of workplace
learners participating on first Level 2 and Level 3 via Train to Gain • Fully engaged with LSC strategies to improve the skills base
and other incentives particularly at Level 2 through Train to Gain and core activity
• Increase targets for Full Level 2 and 3 qualifications • Strong partnerships with other learning providers
• Increase Employer engagement • Working closely with a number of sector skills councils
• Increase skills development within public services workforce • Limited number of large size employers in East Lancashire
• Increase skills development at Level 4 and higher • Strong partnerships with major employer organisations outside of
• Development of Foundation Degrees in vocational areas

Our Strategic Plan 2008 - 2011 7
Adult Learners and Communities
Policy Drivers: National Priorities:
• The Sustainable Communities Plan Upskill the nation to achieve level 2 qualifications in literacy and
• The Neighbourhood Renewal agenda numeracy to underpin the drive for a higher skills base
• The HE Widening Participation Strategy
• Working Together: A Strategy for the Voluntary and Community Opportunities and Challenges:
Sector • Level 2 and 3 entitlement
• Change Up - Capacity Building and Infrastructure Framework for • Adult learner responsive provision diminishing priority for funding
the Voluntary and Community Sector • Adult Learning Grants available
• High numbers of EC migrants requiring English as a second
LSC Priorities: language
• Focus guidance provision on those without a Level 2 qualification • Diminishing funding of ALS
• Link skills training and local employment opportunities especially • Franchise partners based in the community
at level 2 and 3 • Focused support for priority groups of offenders, volunteers and
• SfL Level 1 literacy and Entry 3 number mental health service users
• Maintaining our Community Based provision in a climate of
reducing LSC funding.

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Our Strategic Aims…
We are rightly proud of our learners, our staff and our provision and the way we contribute to the economic
regeneration of our locality and indeed the wider area. We are determined that Accrington and Rossendale
College will continue to meet new challenges, expand and succeed in all we do.

01 Achieve excellence in delivering high quality, flexible,
responsive provision to learners and employers.

02 Maintain financial stability in an uncertain and competitive

03 Develop our curriculum in response to demand from our
stakeholders, young people, adults and their employers.

04 Raise our contribution to economic development and the
Government’s regeneration agenda at local, regional and
national level.

05 Provide a demand-led, proactive service which is responsive
to the needs of employers and stakeholders.

06 Work with partners, leading as appropriate, in Hyndburn,
Rossendale and Ribble Valley to deliver the 14-19 entitlement.

07 Promote equality of opportunity, celebrate diversity and
increase participation from under represented groups.

08 Develop an entrepreneurial culture within the college.

09 Establish sustainable environmental practices.

The overall responsibility for achieving the strategy contained As appointees to the Board of Governors, the Principal and
in this plan resides with the Principal and Deputy Principal. Deputy Principal will provide regular reports to governors on
progress towards achieving our aims.
College Senior Managers will take ownership for specific aims
commensurate with their roles and responsibilities.

Strategic Aim Operational Targets Target Lead

1) Achieve Excellence in a) Achieve very good or better grades in all key areas S.M.T
delivering high quality, flexible, during our next College inspection 2009 A.P. Standards & Performance
responsive provision to learners
and employers b) Achieve an ‘outstanding’ overall Framework for S.M.T
Excellence rating 2010 A.P. Standards & Performance

c) Gain accreditation to be a ‘self regulating’ college 2010 S.M.T
A.P. Standards & Performance

d) Maintain success rates in the top 10% of colleges 2009 SMT
nationally for every area of the curriculum A.P. Standards & Performance

e) Increase the overall success rate for Advanced S.M.T
Apprentices from 77% to 79% A.P. Standards & Performance

Our Strategic Plan 2008 - 11 9
Strategic Aim Operational Targets Target Lead

1) Continued… f) Increase the success rates on all programmes that fall
below national benchmark figures 2009 S.M.T
A.P. Standards & Performance
g) Share good practice in raising learner attainment at all
levels to improve value added and progression rates to
higher levels of study. 2008 A.P. Standards & Performance

h) Achieve Centre of Excellence status for our Higher
Education provision 2010 A.P. Standards & Performance

i) Gain an ‘outstanding’ rating for Every Child Matters 2009 A.P. Standards & Performance

j) Ensure at least 30% of our provision is delivered through
flexible learning methods. 2010 A.P. Standards & Performance

k) Ensure at least 70% of our teaching and learning teams
achieve an ‘outstanding’ self-assessment grade 2010 A.P. Standards & Performance

l) Deliver e-support as a cross-cutting theme which will
improve the experience of our learners and will include :
e-guidance, induction, tutorial, resources & mentoring
for LLDD as part of the whole college e-learning strategy 2009 Director of Learning Services

m) Implement a new student record system to enhance
management decision making processes and improve
efficiency and effectiveness by:

• streamlining existing data and administrative systems
and processes
• improving value for money through the effective
deployment of physical and human resources
• raising learner success as a result of improved
monitoring of learners progress and performance
• improved communications through the use of new

2) Maintain financial stability in an a) Achieve a surplus of 2% of turnover each year and
uncertain and competitive reserves of £4 million 2011 A.P. Finance
b) Achieve Financial Category ‘A’ status and a Framework
for Excellence grade of at least ‘good’ by 2010 2011 A.P. Finance

c) Ensure Train to Gain contracts are increased to a value
of £1.5 million 2011 A.P. College Responsiveness

d) Extend the scope and range of the Train to Gain offer
for delivery in the workplace to an additional three
curriculum teams 2009 A.P. Curriculum Development

e) Increase commercial income by 20% 2011 A.P. Finance

f) Increase level of funding earned from external projects
by 10% 2011 A.P. Finance

g) Achieve tuition fee income of at least £350K for LSC
funded programmes 2011 A.P. Finance

h) Ensure that our staffing profile accurately reflects the
academic and financial needs of the college 2009 Assistant Principals

i) Reduce premises overheads and routine maintenance
costs by 10% 2011 Director of IT & Facilities

j) Establish new modes of workplace skills delivery to
increase efficiency and effectiveness 2009 All Curriculum A.P's

k) Take innovative action to ensure learners remain on
programmes beyond the minimum levels of attendance
to maximise funding 2009 All Curriculum A.P's

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Strategic Aim Operational Targets Target Lead

3) Develop our curriculum in a) Working closely with Borough Councils to address the 2011 A.P. Curriculum Development
response to demand from our Worklessness Agenda. Increase Apprenticeship numbers
stakeholders, young people, by 5% year on year
adults and their employers
b) Establish clear progression routes through to Level 4 in 2010 A.P. Curriculum Development
all appropriate curriculum areas, including three more
foundation degree's

c) Complete phase three property strategy to address Principal
accommodation issues in Construction and Motor 2009 Director of IT & Facilities
Vehicle accommodation and Catering and Sports
A.P. Curriculum Development
d) Establish robust foundation learning ties (FLT) 2009 A.P. College Responsiveness
provision with clear progression pathways to level two
and beyond

e) Continue to establish Full Level 2 and Full Level 3
programmes for adults where there has been no offer 2009 A.P. Curriculum Development
previously, based on flexible modes of delivery

f) Lead the developments in construction education and
training in East Lancashire through the Consortium of 2009 Principal
Pennine Lancashire Colleges.

g) All curriculum teams to establish relationships with 2009 A.P. College Responsiveness
employers that impact on curriculum development
Director People &
h) Deliver a staff development programme which supports 2009 Performance
staff to face the new delivery agendas.

i) Provide vocationally relevant planned work experience 2009 Director Learning Services
for all full-time learners. Curriculum Directors

4) Raise our contribution to a) Establish a successful and flourishing Enterprise Centre for
economic development and the delivery of provision to NEETs and other priority 2010 A.P. Curriculum Development
the Government’s groups in two boroughs
regeneration agenda at local,
regional and national level b) Contribute to the achievement of Hyndburn and On-
Rossendale Local Authority strategic plans through going Principal and Deputy Princpal
relevant educational and skills delivery

c) Work in partnership with the Logistics Academy North
West and relevant SSCs, GoSkills/Skills for Logistics, to 2009 A.P. College Responsiveness
deliver training for the transport industry.

Our Strategic Plan 2008 - 2011 11
Strategic Aim Operational Targets Target Responsibility

5) Provide a demand-led, a) Achieve the new Training Quality Standard for employer
proactive service which is responsiveness and vocational training excellence. 2009 A.P. College Responsiveness
responsive to the needs of
employers and stakeholders b) Re-configure the College organisational structure to
ensure employer engagement is transformed from a
discrete managed function to one that pervades all
aspects of our work. All curriculum directorates to deliver
at least 10% of their work to employers. 2010 Deputy Principal

c) Establish quality standards for all aspects of employer
engagement. 2009 A.P. Quality Standards

d) Ensure all teaching staff in vocational areas participate
in industrial updating and development through a
planned programme of secondments. 2009 All A.Ps

e) Develop and implement an employer responsiveness Director of People &
staff training programme. 2009 Performance

f) Establish a process of monitoring indirect costs of
demand led delivery. 2009 A.P Finance & A.P
g) Improve systems and processes for gaining and
responding to the views of employers. 2009 A.P. Quality & Standards

h) Establish a customer relations management system for
all contact and employer liaison activities. 2009 A.P. Quality & Standards

6) Work with partners, leading as a) Work with partner schools to increase places available
appropriate, in Hyndburn, within the consortium common prospectus by 25%,
Rossendale and Ribble Valley including the new diploma lines as they become
to deliver the 14-19 entitlement available 2010 A.P. Curriculum Development

b) Lead area wide development work on the Construction
and Hair & Beauty diploma lines for September 2009/10
introduction 2009/10 A.P. Curriculum Development

c) Work with partner schools in Hyndburn and Rossendale
to establish vocational centres to increase capacity for
vocational provision across the area. 2010 A.P. Curriculum Development

7) Promote equality of a) Increase participation through working closely with Job
opportunity, celebrate diversity Centre Plus and other key agencies to reach specific
and increase participation groups such as people on benefits, ex-offenders and
from under-represented groups people with low skills 2009 A.P Quality & Standards

b) Improve success rates for learners with mental ill health
from 60% to 72% by implementing the ‘options’ package
of enhanced support which promotes the multi-agency
approach to supporting students 2009 Director Professional Studies

c) Devise a single equality scheme that incorporates and
meets the requirements of all relevant equality
legislation 2009 A.P. Standards & Performance

d) Promote social cohesion within the community through
consultation and partnership activities with community
groups. 2009 A.P. Standards & Performance

e) Establish a regional centre for the delivery of citizenship
programmes approved by the home office. 2009 A.P. Standards & Performance

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Strategic Aim Operational Targets Target Responsibility

8) Develop an entrepreneurial a) Establish an innovative programme of personalised
culture within the college. learning for hard to reach learners based on running real
enterprise 2009 A.P. Curriculum Development

b) Engage local businesses in supporting enterprise within
the college by establishing a minimum of two employer
forums 2009 A.P. Curriculum Development

c) Publicly celebrate successes of employers, learners and
college staff 2009 All Directors

d) Integrate enterprise education and the values of
business ethics and social enterprise into the curriculum 2009 A.P. Curriculum Development

9) Establish sustainable
environmental practices a) Achieve the Eco-schools programme award 2009 A.P. Standards & Performance

b) Reduce the carbon footprint by at least 10% 2011 Director IT & Facilities

c) Establish systems and processes for the recycling of all
waste 2011 Director IT & Facilities

d) Manage and conserve water within all College premises
to lower our water consumption by 10% 2011 Director IT & Facilities

e) Promote environmentally responsible procurement of
goods and services 2010 Director IT & Facilities

f) Promote and raise awareness and understanding of
environmental issues among all staff and students. 2009 Director IT & Facilities

g) Establish an innovative, sustainable learning centre
within the Hyndburn Borough. 2010 Principal

Our Strategic Plan 2008 - 2011 13
1) Failure to monitor and update this plan
Ensuring significant business risks are identified and managed is key to continued success, especially so during turbulant
times of change.

2) Failure to meet all learner targets:
Learner targets are challenging and difficult to achieve in an area of low aspiration and achievement. Failure to meet
targets will lead to reductions in funding. A large number of our apprentices are linked to the construction area and in the
present economic climate could prove difficult to place in employment.

3) Failure to achieve funding allocations:
We are taking risks in delivering Train to Gain work in addition to our main contract and need to refocus college based
curriculum that will attract fee income, gain employer commitment and generate LSC funding. There is serious risk to
learner achievement through reductions in ALS funding and ways of maintaining achievement must be sought.

4) Failure to reduce costs significantly in order to remain financially viable:
Although a medium sized college, we are involved in every aspect of FE/HE learning. Our infrastructure and management
costs are therefore high, our partnership work expensive and in some areas our curriculum has inefficiencies as we try to
maintain a service to our local community.

5) Raising Fee Income:
The challenges within the funding of 19+ students will be the widening gap resulting from assumed fee income.
There is potential for increased fee income through work with employers but whether the scale of this will meet
the anticipated shortfall is a cause for concern and consequently a substantial risk.

6) Contestable Work:
The proposed increases in the proportion of the College’s core funding, which in the future is contestable, is a
major risk. A larger proportion of our income will be contestable and may not be achieved in any one year.

7) Organisational changes
Employer provision, delivered in the workplace, requires changes in the organisational structure. These inlcude new posts
and new business support systems as well as ways of working.

8) Failure to change staffing establishment.
The new agenda for demand led provision requires a fast response to employer demands. This is challenging
when it involves changes to staff contracts and ways of working.

9) Failure to monitor high cost provision.
Demand led provision is likely to incur high, indirect costs such as travel and resources. Monitoring such activity will be key
to maintaining efficiency.

11) The shift to Local Authority control for 16 - 19 year olds
Clear understanding of the implications of this move have yet to be gained. it will be important to keep 'up to speed' with
this significant change as the year progresses.

12) Maintaining success rates.
We have high succes rates which are as a direct result of
fantsastic work delivered by learners and staff.
However, the funding changes and new census
arrangements could put these at risk in the future.

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Our Strategic Plan 2008 - 2011 15
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