B&FC Strategy 2019-2022 ' Inspirational learning, creating outstanding futures' - | Blackpool and The Fylde College
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Blackpool and The Fylde College
B&FC Strategy
2019-2022
‘Inspirational
learning, creating
outstanding
futures’2 B&FC Strategy 2019-2022
Contents
Ten facts about B&FC 04
Vision 06
Lancashire 09
Mission 10
Values 11
Strategic Goals 13‘Inspirational learning, creating outstanding futures’ 3 Foreword There has never been a more important time in the UK to invest in high quality technical and professional education which drives the economy and supports rich career opportunities. It is against the backdrop of the Government’s Industrial Strategy, plans for a post-Brexit UK, our commitment to social mobility and engagement with our stakeholders that our Strategy 2019-2022 has been developed. In this context of rapid change for the UK, the strategy clearly reiterates our continuing investment in and commitment to high quality learning and teaching, digital learning, our focus on skills development aligned to the needs of the economy, our culture of continuous enhancement and collaboration, and the centrality of our students and our employer partners in all that we do. Our extensive work with key local, national and international employers continues to enrich our students’ experience and provides them with the essential skills needed to succeed in life and work. This strategy reflects the values and ethos of the whole College community. Please do engage with it to realise our shared ambitions. Best wishes, Bev Robinson, OBE Principal and Chief Executive
4 B&FC Strategy 2019-2022
Ten facts
about B&FC
1. B&FC is the highest performing large general further education college in
England in terms of student success1.
2.
We are in the top quartile of higher education providers in England for
student satisfaction with learning, teaching and assessment, academic
support and personal development.
3. We work with over 1,000 employers locally, regionally and nationally
and have achieved STEM Assured status2.
4. We are at the forefront of higher and degree apprenticeship development
in project management, health, leadership and management, and digital.
5.
In Autumn 2015, B&FC was awarded the Queen’s Anniversary Prize for Higher
and Further Education for our work in the co-creation of bespoke degrees with
industry partners which yield significant business benefits.
ESFA performance tables, April 2015, May 2016 and June 2017 2National Student Survey 2016 stemfoundation.org.uk/product/stem_assured
1‘Inspirational learning, creating outstanding futures’ 5
6. Our teaching staff are dual professional; blending industrial experience
with professional learning and teaching.
7. We are judged by OFSTED as outstanding3.
8.
We are an Associate College of Lancaster University who are ranked in the UK top
10 in all national league tables, number one in the northwest, Times and Sunday
Times University of the year 2018 and are in the top 1% of universities globally.
9. Awarded the highest possible GOLD rating for higher education provision in the
Government’s new Teaching Excellence Framework (TEF).
10. We are well positioned to lead Lancashire’s Institute of Technology.
November 2015 6reports.ofsted.gov.uk/inspection-reports/find-inspection-report/provider/ELS/130739
36 B&FC Strategy 2019-2022
Vision
Our 2022 vision builds on our considerable
successes to date and reiterates our enduring
focus on excellence and the provision of
an outstanding career-focused educational
experience co-created with industry for industry.
Situated in Lancashire at the heart of the Northern
Powerhouse4 we will continue to act with pace
and ambition to help drive successful outcomes for
individuals and employers locally, regionally and
nationally.
Blackpool and The Fylde With more than 125
College is a strong education years of technical and
and training provider with professional education
clear expertise in the and training
development of STEM B&FC continues to make a
skills, the lynchpin of an significant contribution to
economic future that lies ‘in economic, cultural and social
innovative and knowledge- growth through a sustained
intensive activities’. From its and close connection to the
beginnings in 1892, driving coast and the county, through
skills development within key a commitment to excellence
local industries, B&FC has and through a culture of
continued to concentrate on continuous enhancement.
those aspects of education Our extensive work with key
and training that are needed local, national and international
to drive the economy, deliver employers enriches our
a skilled workforce for industry students’ experience and
and secure sustainable provides them with the
employment for students. essential skills and attributes
they need to help them excel.
Northern Powerhouse Strategy (Nov 2016) www.gov.uk/government
4‘Inspirational
‘Inspirationallearning,
learning,creating
creatingoutstanding
outstandingfutures’
futures’ 7
‘Education and skills are among the biggest determinants
of local productivity’5
Industrial Strategy. Building a Britain fit for the future
In realising our 2022 vision we will continue to
respond to emergent challenges and opportunities Five foundations
of productivity6
in order to meet the needs of our students, our
employer partners and our stakeholders:
Ideas
We understand that the need e know that enabling and
W the world’s most
innovative economy
to create a future-focused facilitating social mobility is
economy that ‘boosts the key to unlocking talent
productivity and earning and fulfilling potential for the
People
power’ through ideas, benefit of all. In a digitally good jobs and greater
people, infrastructure, business driven, modern economy, earning power for all
environment and places is everyone should have access
central to the Government’s to the skills they need to
Industrial Strategy. flourish, and businesses need Infrastructure
a major upgrade to
to be able to ‘harness the the UK’s infrastructure
s part of this the skills
A productivity benefits of digital
development system needs to innovation’.
become even more responsive Business environment
to local and regional economic Planned key structural the best place to start
and grow a business
priorities, meeting the needs changes around technical
of the planned Local Industrial and professional education
Strategies that will build will facilitate this, and will
Places
on local strengths and deliver lead to changes in the wider prosperous communities
on economic opportunities. education infrastructure which across the UK
we are ready for; our students
now and in the future have
increasing expectations and a
clear line-of-sight to fulfilling
and sustainable careers.
Industrial Strategy. Building a Britain fit for the future UK Digital Strategy 2017
5
HM Treasury (2015) Fixing the foundations: Creating a more prosperous nation
68 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 9
Lancashire
With a global reputation
as an outstanding business
location with entrepreneurial
flair, technical innovation,
commercial know-how and a
can-do attitude, Lancashire
is fundamental to the
Government’s productivity
plan and vision for a thriving
Northern Powerhouse.
With an economy currently
valued at over £25 billion,
excellent potential for growth,
particularly around health and
care, digital, energy, visitor B&FC acts as an economic Throughout, B&FC manifests
economy and clear competitive hub across the Fylde Coast a clear ‘sense of place’
strengths and capabilities and wider Lancashire economy providing as it does a
in advanced manufacturing, and is centrally located to ‘profoundly important
aerospace, automotive Lancashire’s 4 enterprise foundation for individual
and energy, Lancashire is zones. Studies have shown and community identity’
committed to the continuing a college such as B&FC can both locally and regionally. It
development of people, sectors have a £550m impact on embodies a shared cultural
and assets. The Lancashire a regional economy and and social heritage in addition
Local Enterprise Partnership that: students receive on to its physical attributes and
(LEP) £320m Growth Deal average 11.2% return on their geographic locations. As one
is on track to deliver up to investment in terms of higher of the area’s largest local
11,000 new jobs, build 3,900 earnings; society receives an employers, and as a successful
new homes and attract £1.2 average of 12.6% return on provider of technical and
billion of new private sector their investment in terms of professional education and
investment by 2021. an expanded tax base and training with c16,000 students
reduced social costs; the choosing B&FC annually,
taxpayer receives a 12.3% Blackpool and The Fylde
return on its investment College is its people and its
in terms of returns of the communities.
exchquer7.
7
Convery, I., Corsane, G., Davis, P., (Eds) (2014) Making Sense of Place. Multidisciplinary perspectives. The international Centre for Cultural
and heritage studies. Newcastle University10 B&FC Strategy 2019-2022
Mission
‘Inspirational
learning, creating
outstanding
futures’‘Inspirational learning, creating outstanding futures’ 11 Values 1. Placing the student at the heart of all we do 2. Showing fairness, courtesy and mutual respect 3. Learning, teaching and assessment as the key to our success 4. Empowering others to achieve their full potential 5. Working collaboratively to achieve excellence and growth
12 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 13
Strategic goal 1:
To ensure student success and
deliver outstanding return on
education investment by remaining
in the top 10% for education
performance
The centrality of outstanding level, successfully develops
learning and teaching is the knowledge, skills and
our core ethos. A critically behaviours which will enable
reflective culture of continuous them to secure meaningful,
enhancement coupled with sustainable employment/self-
high expectations ensures employment/lifelong career
students at B&FC are inspired opportunities. Multi and inter-
to reach their full potential disciplinary working approaches
and realise their ambitions. are embraced to reflect the
We will maintain our focus on changing needs of the future
‘Being Outstanding’, delivering workforce.
the high quality learning and
teaching which inspires student With the support of our
success. employer partners, we will
continue to develop in-demand,
We are dedicated to work-ready candidates with
the development of key the skillsets to succeed in
employability skills facilitated their future job roles and
by a supportive, inclusive and careers, ensuring prosperity
aspirational culture where all and security for individuals,
students can grow and thrive. communities and business.
Through a cohesive and co- We will maintain our focus on
ordinated approach we ensure excellence, delivering the high
that every student who chooses quality learning and teaching
to study at B&FC, at whatever which inspires student success.14 B&FC Strategy 2019-2022
Case Study:
Project Management
Centre of Excellence
Queen’s Anniversary
Prize
Developing a pipeline
of talented people‘Inspirational learning, creating outstanding futures’ 15
‘Our partnership with Blackpool and The Fylde College has
helped produce a pipeline of talented people; many now
have leading positions throughout our company. The
curriculum for the degree was developed in a spirit of
partnership, with the College designing the topics with
industry requirements in the forefront of their mind. Now
we are working alongside them to develop the next iteration
of the project management degrees to be offered, ensuring
our people are ready to lead our business in the future’
Bernard Kellett, BAE Systems Military Air and Information
Our work with BAE Systems 2015 saw the first delivery
to co-create a project of the co-created aerospace
management scheme has engineering degree
provided the company with apprenticeship consisting
high performing world class of foundation degree and
project managers. The output BEng Honours designed
from this development to develop world-class
of higher apprenticeship aerospace engineers of
plus degrees have been the future. Working again
celebrated year on year as with BAE Systems and
a major contributor to BAE Westinghouse Springfields a
Systems’ project management nuclear engineering degree
community stability and apprenticeship programme
has far exceeded all initial has been running since 2016.
expectations.16 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 17
Strategic goal 2:
To meet local, regional and national
skills priorities through an innovative
and highly responsive curriculum
offer, further cementing our place
as a national leader in technical and
professional education and training
Future-focused and innovative With a strategic focus on Through our continuous
curriculum design is the key identified regional investment in people and
cornerstone of a high quality priority areas we will realise leadership, industry-standard
learning experience which the opportunities presented facilities and digital capabilities
develops the knowledge, skills through the expansion of our students will be equipped
and personal attributes to technical and professional to meet the challenges and
enable lifelong success. education to both businesses opportunities of the future.
and individuals, supporting the
8
The continuing development implementation of the
Construction
of effective and fruitful Post-16 Skills Plan and the 7.7% GVA | 35,000 empl | 6,100 businesses
relationships with employers, introduction of T-levels.
organisations and industry Health and Social Care
enables the co-creation of will increase the number
We 9.1% GVA | 98,000 empl | 3,900 businesses
curriculum and associated and type of high quality
Visitor Economy
flexible delivery to explicitly apprenticeships, at advanced, 7% GVA | 50,000 empl | 3,800 businesses
meet identified replacement higher and degree levels, and
and expansion skills gaps across build on the demonstrable Professional Services
sectors and levels. Additionally, return on investment for both 22% GVA | 82,000 empl | 10,200 businesses
our strategic alliance with business and apprentice.
Lancaster University enables Energy & Environ Tech
6% GVA | 40,000 empl | 4,410 businesses
and facilitates both applied e will facilitate the key growth
W
research and a pipeline of skills of the higher, economically Creative & Digital
development up to level 8. valuable skills at levels 4 and 5% GVA | 36,000 empl | 4,600 businesses
5 in order to operate the
emerging technologies that Adv Man
13% GVA | 60,000 empl | 2,100 businesses
drive productivity.
8
EMSI abour Market Analytics Jan 201918 B&FC Strategy 2019-2022
Case Study:
Fleetwood
Nautical Campus
Harbouring great careers
for 125 years‘Inspirational learning, creating outstanding futures’ 19
‘Having high-calibre officers is vital to the future health of
the UK shipping industry. At the Maritime and Coastguard
Agency we are committed to recognising and promoting
excellence’
Sir Alan Massey, Chief Executive of the Maritime and Coastguard Agency (Minister Awards MCA’s Trainee of the Year, 14 October 2014)
With an outstanding tradition Cutting-edge facilities include
of delivery for the maritime and a five-bridge full mission
offshore sectors, Fleetwood ship simulator, engine room
Nautical Campus is regarded as simulator, environmental
one of the world’s top specialist survival tank, a fire-fighting
maritime institutions. Working training ground and halls of
with employers nationally and residence. The new Marine
internationally, including the Engineering centre which
Merchant Navy, the Royal Fleet opened in September 2016
Auxiliary, the Maritime and provides opportunities for
Coastguard Agency and a wide practical skills development
range of shipping companies together with underpinning
such as Shell, BP shipping theory, ensuring that officer
and Carnival UK, students cadets add immediate value
are provided with excellent to their employers.
employment opportunities.20 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 21
Strategic goal 3:
To support economic growth
by working with employers and
other stakeholders to co-create
programmes which meet current
and future education and workforce
needs
Balanced and sustainable digital skills development not Centre of Excellence and the
economic growth is key to our just within particular fields, B&FC for Business Leadership
collective future. Innovation, in areas such as robotics or and Management programme
creativity, connectivity and computing, but also through will reflect this focus.
investment in people are building the confidence of
facilitating factors. The vision all students to adapt to the Our commitment to delivering
for the Northern Powerhouse impacts of emerging digital high quality training that
focuses on our long and rich platforms, products and meets industry requirements
history of innovation and services.9 is evidenced by professional
business leadership with accreditation from bodies
over a quarter of the UK’s Investment in high quality such as The British Computer
total manufacturing output, leadership and management Society (BCS), the Association
nearly a third of the UK’s total skills which will positively for Project Management (APM)
renewable power, and three of impact organisational and The Institute of the Motor
the UK’s top clusters for digital performance will be essential. Industry (IMI).
tech business in the North. We will continue to work with
employers to develop the skills
Development of new they need, co-creating and
technology is key to enabling tailoring programmes to their
improved productivity and context to support operational
higher economic growth. and strategic objectives.
We will continue to focus on The Project Management
Tech City UK. Tech Nation 2017 https://technation.techcityuk.com/
922 B&FC Strategy 2019-2022
Case Study:
Blackpool
Build Up
Providing employment
opportunities in the
construction sector for long-
term unemployed residents‘Inspirational learning, creating outstanding futures’ 23
‘Within a resort with high levels of social deprivation, I utterly
believe in what B&FC is doing with the Build Up scheme. It’s
remarkable.’
Peter Legg, Head of Economic Development Blackpool Council
Blackpool Build Up was Many of those taken on had
formed in January 2008, issues with low self-esteem,
as a partnership between low educational achievement
B&FC and Blackpool Council, rates, long-term joblessness
with the aim of training or a history of offending and
unemployed adults to work turned their lives around
in the construction industry. after choosing the re-skilling
opportunities at B&FC’s Build
From the outset, major Up.
companies engaged Build Up
recruits and many have worked
on large-scale infrastructure
projects across the North West.24 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 25
Strategic goal 4:
To raise aspiration for all, ensuring
high-levels of attainment across our
diverse portfolio and encouraging
progression to fulfilling, high value
careers
Our ambition to act as leavers, young carers and those We will provide the highest
a catalyst for change from areas of disadvantage, standard of professional
through enabling economic to unlock their potential and support through effective
regeneration and social reap the benefits of career careers information, advice
inclusion is a key theme. Long- focused education and training and guidance, and engage
term, sustained commitment opportunities. with local schools to explain
to improving social mobility the benefits of technical
through education is a central We will help people and and professional education
tenet of government strategy businesses to thrive by and enable career progression
and has always been central ensuring everyone has the through the offer of
to our mission. Widening basic skills needed in a modern traineeships, apprenticeships,
participation and access, economy, including English and vocational training, further
ensuring that there is a pipeline mathematics and digital skills. education and higher
of opportunity for all students, education.
and enabling high attainment Further investment in our
through appropriate stretch College-wide Partners for We will also provide students
and challenge are fundamental. Success programme, aimed at with an increasing range of
Equality and diversity is closing gaps in development, industry relevant opportunities
celebrated and championed. attainment and progression and for work experience and/or
providing stretch and challenge placements which enhance
We will continue to develop to maximise achievement for their employability.
our widening participation all will be central. We will also
activities to specifically continue to invest in resources
support young people not in to support the mental wealth
education, employment or of our students through our
training (NEET), those currently Wellbeing Strategy.
under or unemployed, those
returning to work or study, care26 B&FC Strategy 2019-2022
Case Study:
Fylde Coast Health
and Social Care
Career Academy
A pipeline of education and
training solutions for the health
and social care economy across
the Fylde Coast.‘Inspirational learning, creating outstanding futures’ 27
‘We look forward to working with B&FC and the Health and
Social Care Career Academy to further develop opportunities
for adults in work to increase their knowledge and skills in this
specialist area of mental health support. This is a key priority
locally with levels of mental health need being significantly
higher than in many other areas.’
Eleanor McManus, Career Transformation, Engagement & Development Manager, Blackpool Teaching Hospitals NHS Foundation Trust
The vision of the Fylde Coast The Career Academy is Lancaster University’s Health
Health and Social Care Career intended as a much-needed Hub provides a cross-sectoral
Academy is to facilitate cross-sector platform and focal research platform to drive
the education, training and point for activity, a support forward world-leading
development needs of Fylde for all those driving it, and a innovation in healthcare
Coast health and care providers space for the more radical and research. Major initiatives
in partnership, led by those emergent ideas to grow and include an NHS Test Bed
providers via the Career evolve. It exists to support (one of only 7 nationally) and
Academy Steering Group. the vision for the Fylde Coast Whyndyke Garden Village, both
In response to workforce health and care sector which of which represent significant
development plans, people is: to create new models of investment and opportunity for
strategies and commissioning care, wrapped around the the Fylde Coast.
group needs, the Career local population and spanning
Academy will provide a tailored across health and social care, to
local solution to the specific improve jointly the health and
needs of the Fylde Coast wellbeing of the Fylde Coast
population. Building on national population.
Health Education England
initiatives and those of Skills for Additionally the Career
Care and Skills for Health, and Academy will showcase
explicitly linked to the wealth current research to inform
of experience and expertise the models of prevention,
located in the steering group treatment and care that are
partners, the Career Academy being implemented to improve
will enable a ‘home grown’ the health and wellbeing of
strategy which meets the the local and indeed national
key needs of the local HSC population.
economy.28 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 29 Strategic goal 5: To retain the financial stability to invest in inspiring education and learning that empowers students to reach their full potential Our commitment to continuous B&FC’s Property Strategy investment in learning and has seen £56.5m of new teaching is enabled by builds, land acquisition and effective financial leadership major refurbishments over and management, providing the last 8 years, with further a stable and sustainable investment planned. context in which to build further growth. Ensuring We will maintain our already that the impact, benefits and robust financial position, advantages of technical and securing the long-term viability professional routes to careers of our provision and delivering and of continuous investment value in all of our activity. We in education and skills are well will continue to generate an communicated and widely EBITDA surplus of at least understood will be a continuing 10% to reinvest in the learning focus. Students must be able to and skills valuable to the UK make informed decisions about economy. their next steps.
30 B&FC Strategy 2019-2022
Case Study:
Lancashire
Energy HQ
Producing the engineers and
technicians of the future‘Inspirational learning, creating outstanding futures’ 31
‘The LEP’s Enterprise Zone strategy is based on a twin-track
approach which looks to deliver jobs and opportunities
locally while also creating a county-wide network of high
capacity and integrated business hubs that work closely
together. We now have four strong EZ sites including
Hillhouse, Salmesbury and Warton, which combined make
for a significant investor offer to new occupiers within the
context of the Northern Powerhouse.’
Edwin Booth, Chair of Lancashire Enterprise Partnership (Blackpool and Wyre EZs go live, 5 May 2016)
Lancashire Energy HQ Meeting identified skills gaps,
is an exciting development Lancashire Energy HQ
that will support renewable provides significant benefits
and low-carbon energy and opportunities for local
generation training and skills people and the wider
as well as traditional oil and Lancashire population to gain
gas. Lancashire Energy practical skills in this growing
HQ is the anchor tenant sector and support inward
for the Blackpool Airport investment to the Fylde Coast.
enterprise zone. Green energy is high on the
government agenda both
nationally and regionally, and is
a significant area of investment
for the UK. Lancashire Energy
HQ provides the latest
technologies and training for
the UK energy sector as a UK
centre of excellence.32 B&FC Strategy 2019-2022
‘Inspirational learning, creating outstanding futures’ 33
Strategic goal 6:
To continue to invest in people and
partnerships that create an enabling
foundation to deliver high quality
education, training and skills for
students
People are at the heart of interventions and information.
our vision. As a vibrant, We are committed to A key strength of our provision
dynamic and inclusive the development of our lies in our collaboration and
learning community we engaged and committed partnership with students;
are committed to creating staff, through our Leadership partners in research and
an outstanding working and Development Framework enquiry, active partners
environment epitomised by and our well-defined in all College deliberative
collaboration and opportunity continuous professional committees and quality
where partnership enables the development programme processes, and partners
achievement of shared goals. and opportunities for scholarly in shaping current and
Central to this is celebrating activity and industry updating, future curriculum. We
talent and achievement. The providing a structure for their strive to make our academic
annual Corporation Board’s development, strengthening community a site for shared
Awards for Excellence in capabilities, building learning, development
Learning and Teaching, knowledge and proactively and enhancement, valuing
and Excellence in Business supporting career progression. and utilising the student
Innovation Awards provide contribution in meeting our
essential opportunities to share Attracting and retaining the strategic aims.
practice. Award ceremonies very best people will also be
across all our provision facilitated through our sector-
celebrate a wide range of leading reward package
student achievements, from underpinned by the principles
individual curriculum successes of performance management
to the College-wide award and the recognition of
ceremonies where degrees are excellence. Our focused
conferred. Employee Wellbeing Strategy is
critical to employment success
and supported by proactive34 B&FC Strategy 2019-2022
Case Study:
School and college
partnerships
Dedicated school liaison
team supports educational
partners across the Fylde
Coast and beyond‘Inspirational learning, creating outstanding futures’ 35
‘The service B&FC provides for our learners is outstanding.
The College’s presence at our careers evening, parents’
evening and visits to our Year 11 forms have all helped
provide students with careers advice which is invaluable.
B&FC’s support with mock interviews has really helped our
Year 10 students prepare for life after Millfield. It gives them
confidence in meeting adults in a professional scenario and
helps them engage better with employers when they go on
work experience.’
Tim Grayston, Acting Deputy Head Teacher, Millfield Science and Performing Arts College
B&FC’s College and School College-based events include
Liaison Team works with open days, master classes and
educational partners and offers campus visits.
a wide variety of bespoke
activities, talks and events B&FC also delivers regular
aimed at supporting them to teacher sessions to ensure
help their students and ensure colleagues have the knowledge
they are equipped to make and skills needed to help young
informed choices about their people navigate the vast range
future. of opportunities available to
them.
These range from drop-in
and application sessions to
careers conventions, and
parents and options evenings.Blackpool and The Fylde College Accredited by Degrees awarded by Bispham Campus · Ashfield Road · Bispham · Blackpool · FY2 0HB University Centre · Park Road · Blackpool · FY1 4ES Fleetwood Nautical Campus · Broadwater · Fleetwood · FY7 8JZ T +44 (0)1253 352 352 WWW.BLACKPOOL.AC.UK
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