STRATEGIC PLAN 2021 to 2024 - GET THE SKILLS, GET THE JOB - Bishop Auckland College
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STRATEGIC PLAN
2021 to 2024
GET THE SKILLS,
GET THE JOB
Vocational learning to create
bright futures for all
Strategic Plan 2021-2024 1
CONTENTS
About the Bishop Auckland College Group
Vision 6
Mission 6
Group 6
Ethos and values 8
External and policy context 10
Performance headlines 14
Recent developments 16
Key strategic actions 18
Responding to local need through collaboration
Our community 20
Our partners 24
Our curriculum intent 27
Our ambitions: 5 strategic priorities
1 Vocational courses supporting local people into employment 35
2 Expert staff; inclusive teaching, assessment and support 39
3 Outstanding student outcomes 43
4 Reputation for excellence 46
5 A thriving and environmentally conscious business 49
Delivery and value
Resourcing the plan 54
Public value statement 55
2 bacoll.ac.uk Strategic Plan 2021-2024 3
FOREWORD
Principal and Chief Executive
Natalie Davison-Terranova
As we begin to emerge from the unique and unprecedented
challenges of the Covid-19 pandemic, we are all naturally
eager to move positively into the next stage of our lives.
For Bishop Auckland College, We can do this because we work
this means that we are ready and closely with employers across sectors
determined to play our role in post- to ensure that our curriculum is
Covid recovery for the individuals, effectively aligned to labour market
communities and businesses who demand and because we are a key
need us most. partner in the regeneration of Bishop
Auckland and south Durham.
With this in mind, I am delighted to
present our Strategic Plan for 2021- This Strategic Plan takes into account
2024 and looking forward to deploying key national policy developments as
all of the skills, expertise and passion well as local and regional economic
within the College to really make a development agendas.
difference to the lives of all of our
Whilst shaping our priorities for
students over the years to come.
the next three years, we have:
listened to stakeholders; reflected
I’m often asked about what Bishop
upon the regeneration agenda for
Auckland College is like. Well, we
Bishop Auckland; considered the
are a warm, diverse and inclusive
Government’s aspirations set out in
environment in which everyone is
the recent White Paper (Skills for Jobs:
supported to grow, develop and
Lifelong Learning for Opportunity and
really flourish. Growth, January 2021) and thought
hard about our responsibility to reduce
We know that everyone is different our carbon footprint.
and treat each student as an
individual, with their own unique Our new plan draws on thinking about
talents, circumstances, challenges all areas of our work and positions
and aspirations. the Bishop Auckland College Group
at the heart of local infrastructure,
From the moment a student is driving participation, economic
welcomed into our College community, prosperity and aspiration.
we aim to transform their life chances
and help them to progress into a It reflects the challenges we face and
fulfilling career and contribute to the the many opportunities open to us;
productivity and prosperity of our most of all, it provides a clear focus
local economy. and direction for our future.
Principal and Chief Executive
4 bacoll.ac.uk Strategic Plan 2021-2024 5
VISION MISSION
Chair of the Bishop Auckland College
Corporate Board Patrick Lonergan in the
motor vehicle workshop and training centre
Shaping the future The passion that
The Bishop Auckland College drives us
Group will continue to evolve
by responding to individual, Get the skills, get the job: High
community and business needs quality vocational learning that
with high quality specialist creates bright futures for all.
provision that builds prosperity
for all people and catalyses
local economic regeneration.
GROUP
The growing Bishop Auckland College
Bishop Auckland College South West Durham Training
A specialist engineering and
originated in 1958 and has manufacturing training provider
a long and proud history located within the Aycliffe
as a very successful former Business Park.
technical college serving Durham Gateway
the mining, engineering and Specialist alternative provision for 14-
manufacturing industries. 16 year olds located at the College’s
Spennymoor campus, offering a
The College has evolved and diversified combined academic and vocational
with the changing times in order to curriculum for young people who
respond to areas of specific need with thrive in a nurturing and practical
highly specialist provision. Hence, learning environment.
the Bishop Auckland College Group
is made up of a number of specialist Bishop Auckland College Nursery
activities, at varying stages of On-site nursery and pre-school
development. providing up to 67 full-time places,
serving external commercial clients as
These are all connected by a shared well as the children of College students
mission, ethos and set of core values, and staff.
and offer students exceptional
opportunities for progression and Auckland Academy
employment. The Group comprises: A joint venture initiative with
The Auckland Project, providing
Bishop Auckland College apprenticeship and other training
A general FE college, established provision to support the economic
originally as a technical college in 1958. regeneration of Bishop Auckland.
6 bacoll.ac.uk Strategic Plan 2021-2024 7
ETHOS AND VALUES
Bishop Auckland College is a great place to study or work
and our culture is quite distinctive. The College staff are
an exceptionally tight-knit community of people who are
absolutely dedicated to our students, our College and our
local communities. These are the values that guide all of our activities:
Most of our staff and students originate smaller than in some colleges and
from the local area and understand because we have a fantastic team of
We are passionate about people and
CARING
our context – the challenges and the caring and dedicated staff.
enormous opportunities – very well. concerned for the wellbeing of all
We understand that some of our students and staff
Bishop Auckland College is a unique, students face difficult challenges
diverse and inclusive environment in and our approach is clear: where
which everyone is supported to grow, barriers exist, we focus relentlessly on
develop and really flourish. We treat
each student as an individual because
we know that everyone is different.
supporting students to climb high and
overcome them. AMBITION We empower students to aim high
and achieve their full potential
For all students, our intent is always
Every individual has their own unique the same: from the moment they are
talents, circumstances, challenges welcomed into our College community,
and aspirations. Every student brings
something special and it is this
we aim to transform the life chances
of every student, helping them to RESPECT Regardless of our differences, everyone
is valued and treated with kindness
diversity and richness of ideas that progress into fulfilling careers and
makes college life interesting, fun contribute to the productivity and
and vibrant. prosperity of our local economy.
Our culture is such that all students,
staff and visitors feel welcome, safe,
Whilst we are rightly proud of our
unique internal culture, Bishop EQUALITY We are inclusive and enable all
members of our community to thrive
respected and valued, and we always Auckland College is an outward
stay true to our core values. facing organisation that recognises the
critical importance of collaboration
We know that positive and productive in order to lead change and influence
relationships are the key to unlocking
the potential within each and
local agendas.
EXCELLENCE We strive for exceptional standards
in everything we do
every young person or adult learner, Through our many partnerships with
and ensuring that everyone has a employers and other stakeholders, we
bright future. have established our place at the heart
of our community and as a key partner When faced with challenges, we
For this reason, our staff are absolutely
dedicated to really getting to know
in the regeneration of Bishop Auckland
and south Durham.
RESILIENCE work together to adapt and bounce
back more determined than before
our students - what motivates them,
their career aspirations and any extra We are entrepreneurial, ambitious and
support they might need too. We can we expect excellence – from ourselves
do this because our class sizes are and from our students.
Career Ahead with Bishop Auckland College
8 bacoll.ac.uk Strategic Plan 2021-2024 9
EXTERNAL AND Economic regeneration of
Bishop Auckland
Digital sector
POLICY CONTEXT
In the North East Strategic Economic
A range of initiatives to underpin the Plan (January 2019) the North East
economic regeneration of Bishop Local Economic Partnership (NELEP)
Auckland are now underway, with the identifies the digital sector as one of
Whilst considering the external and policy context for FE out town benefitting from a unique and four areas where evidence indicates
significant investment of both private that the north east has a distinct
of which the strategic priorities for Bishop Auckland College and public funds. opportunity to improve its economic
emerge, wide-ranging opportunities and challenges must be competitiveness – the others are
taken into account. These include: ‘The Auckland Project’, led by Jonathan advanced manufacturing, energy and
Ruffer, combined with government health and life sciences.
investment through the Future High
Opportunities Streets Fund, the Stronger Towns
Fund and the Heritage Action Zone
Key areas of digital industry activity
include software development, cloud
Central role of further education in increasing productivity initiative, mean that the town of Bishop computing, communications, buildings
Aucklandis poised for transformation. information modelling, gaming, data
Recent reviews and policy • The development of Local Skills analytics, immersive technologies
developments have made it clear that Improvement Plans (LSIPs), with The key sectors of visitor economy, and cybersecurity.
government sees the pivotal role that employer representative bodies such hospitality and culture will be at the
further and technical education has as Chambers of Commerce expected centre of these developments and, as However, the digital industries are not
in increasing productivity and helping to work closely with colleges to a key partner, Bishop Auckland College only a key employer and vital part of
people to develop skills for good jobs plan provision across an area. This will play a crucial role in developing the the economy in themselves, but they
now and in the future. presents an opportunity to further skills of local people and connecting also act as an enabling sector for other
strengthen employer engagement them to the new and exciting job key industries such as manufacturing
For example, in 2017 the Industrial and develop new provision to match opportunities that emerge. and health.
Strategy set out a vision to “establish a areas of emerging demand.
technical education system that rivals Moving forward, there is an
the best in the world”. Then, in 2019 • The planned introduction of a new Demographic growth opportunity for Bishop Auckland
the Augar Review of post-18 education Lifelong Loan Entitlement by 2025, College to significantly develop
and funding set out recommendations covering flexible learning equivalent Following a substantial period of its digital curriculum offer in
to improve the “capacity of the tertiary to four years of post-18 study and demographic decline in the number of response to escalating demand
education system to produce a suitably including support for adults without 16 year olds, the trend locally reversed for specialist skills, particularly in
skilled workforce”. a level 3 qualification and also higher in the 2019-20 academic year to one of the areas of programming and
technical qualifications. demographic growth. systems development.
More recently, and written against a
backdrop of the imperative to catalyse • A national FE teacher recruitment Since then, the number of young
economic recovery following the campaign and strengthening of initial people has been increasing each
Covid-19 pandemic, the government’s teacher training. year and analysis of school census
FE White Paper “Skills for Jobs: data indicates that this trend is set to
Lifelong Learning for Opportunities continue until at least 2025.
and Growth” (January 2021), sets out
a number of potential opportunities, Whilst increased funding will clearly
including: be key to building capacity in the
post-16 education system, this growth
presents an opportunity to potentially
expand provision in key areas of
demand whilst leveraging increased
economies of scale.
10 bacoll.ac.uk Strategic Plan 2021-2024 11
Challenges
Covid-19 pandemic Climate emergency economic disadvantage and positive
destinations, as well as further barriers
The Covid-19 pandemic has had far- As the UK government takes to progression for young people
reaching economic consequences forward plans to tackle the climate with special educational needs and
beyond the spread of the disease itself emergency and meet its legally binding disabilities (SEND), including those
and efforts to quarantine it. commitment to achieve net-zero who have high needs.
emissions by 2050, it is crucial that
The pandemic caused the 2nd largest the education sector embeds climate Bishop Auckland College is proud to
global recession in history after the responsibility in all of its activities. To be an inclusive learning environment,
Great Depression of the 1930s, and in do this will require dedication, resource welcoming students at all levels and
the UK GDP declined by 9.8% in 2020, and a focus on all aspects of College often supporting them to overcome
the steepest drop since consistent activity including college operations, significant challenges and barriers.
records began in 1948. buildings and infrastructure; education
about sustainable lifestyle choices; We know that we must continue our
The dominant service sector was revisiting partnerships and suppliers; relentless focus on closing gaps in The HE Graduation Ceremony at Durham Cathedral
particularly hard-hit by lockdown and curriculum developments to achievement and progression in order
restrictions, along with other connect students with jobs emerging in to transform the life chances of every interventions, demand for mental
key sectors such as transport the green economy. student and support them into fulfilling health support continues to rise and
and construction. careers and bright futures. the scale of issues has undoubtedly
From the 2021/22 academic year, been amplified by the Covid-19 crisis.
The impact for communities local to Bishop Auckland College will recommit
Bishop Auckland College has been to the climate agenda, building on Support for students A second key issue that has been
particularly difficult, in terms of job previous work with a renewed focus brought into sharp relief by the
losses and a notable increase in the and using the framework provided Two key issues impacting upon the bravery of those coming forward
universal credit claimant count for by the Climate Action Roadmap for lives of young people mean that to tell their stories is that of sexual
young people. Further Education Colleges as a route increased resourcing of student abuse and harassment. Colleges must
towards achieving net zero emissions. support services within colleges is have robust structures in place to
Whilst the economy has gradually now, even more than ever before, a support those who report incidents
reopened and recovery is underway, critical issue. but our role goes much further than
much uncertainty remains over how Sustained positive destinations that. Whilst everybody has a part to
strong and sustained the recovery Firstly, the mental health agenda has play in ending sexual violence and
will be, and whether any permanent Department for Education data on the taken a centre stage in public discourse harassment, colleges have a very direct
economic damage might remain. sustained destinations of 16-18 year over recent years, as experiences of role in stopping people from becoming
olds after they complete studies at poor mental health and wellbeing – perpetrators by creating a zero
The clear priority for Bishop Auckland key stage 5 highlights stark regional especially amongst young people – tolerance environment and providing
College is to work closely with inequalities, with the north east having continue to escalate. robust education about consent
employers and community partners the lowest performance of all regions and consequences.
in order to play our role in post- in England. Evidence indicates that 20% of
Covid recovery for the individuals, adolescents experience poor mental It is clear that student support services
communities and businesses who The data indicates a clear positive health in any given year and young within colleges play a crucial role, and
need us most. correlation between level of study people from low-income families are this work must continue with renewed
and sustained positive destinations, four times more likely to experience vigour and a collaborative approach
We will do this by raising skill levels in meaning outcomes are strongest mental health challenges than those between colleges, a wide range of
economically important sectors and by for students studying at level 3. In from more affluent families. Despite external agencies and public services
connecting local people with emerging addition, there is a clear inverse improved public knowledge and and education policy makers within the
job opportunities. correlation between levels of socio- awareness and a huge range of Department for Education.
12 bacoll.ac.uk Strategic Plan 2021-2024 13
PERFORMANCE HEADLINES
Photography Level 3 student,
Hannah Drinkwater, Bishop Auckland
The last strategic planning period has yielded some
impressive outcomes for Bishop Auckland College as well
as some challenges, including those related to the Covid-19
pandemic. Headlines include:
• A positive full Ofsted inspection • Investment in College systems
in November 2021, with the and staff development, along with
College graded ‘good’ for overall recruitment of staff with specialist
effectiveness. Inspectors praised the skills, means that transformational
good quality of teaching, the wide change has taken place in some
range of enrichment activities for aspects of our work.
students, the good progress made
by apprentices and students and Examples include strengthened
the value that employers place upon systems for personalising
the development of apprentices’ learning and monitoring student
professional standards. progress; the strong achievement
rates for apprenticeships, largely
• D
espite the challenges of remote sustained throughout the pandemic;
learning for extensive periods and also revised approaches to
during the pandemic, strong student teaching, learning and assessment
achievement rates were maintained in maths and English.
in the vast majority of College
curriculum areas.
• We have worked hard to
simultaneously manage costs and
develop strategic opportunities,
meaning that for several years we
have had a track record of good
financial health.
14 bacoll.ac.uk Strategic Plan 2021-2024 15
RECENT DEVELOPMENTS
Whilst evaluating potential strategic developments,
decision-making at the College is underpinned by a carefully
balanced approach.
This involves judicious management Meeting the future sometimes requires • Strategic engagement in a range of With enabling developments such as
of calculated risk whilst ensuring that brave strategic decisions to be made. initiatives underpinning the economic these, the Bishop Auckland College
we stay true to our core mission of Some of our key strategic actions over regeneration of Bishop Auckland. Group remains strong and optimistic
enabling all of our students to progress recent years have included: With board and leadership roles in about the future. Moving forward,
towards a bright future, regardless the Stronger Towns Fund initiative, continued prudent management of
of any barriers or challenges they • The 2018/19 launch of Durham for example, the College is playing a finance will underpin our relentless
might face. Gateway, the College’s direct- key role in connecting local people to focus on ensuring that student
enrolled specialist alternative job opportunities that emerge from attainment is exceptional and
This means that we have been keen to provision for 14-16 year olds. This investment in the transformation of opportunities for progression and
seize upon new initiatives only where provision, which has developed in our town. employment are second to none.
these exploit market opportunities partnership with Durham County
or respond to areas of specific need Council and local schools, provides a • Substantial investment in the Our overarching aim now is to further
within our local communities. combined academic and vocational College’s IT infrastructure to develop all aspects of our provision
curriculum for young people who enable innovation in teaching in a way that achieves the parallel
We work collaboratively with a wide thrive in a practical and nurturing and learning. These developments aims of efficiency, excellence and
range of partners, knowing that environment. Having grown since its proved critical to enabling the impact, hence maximising progression
productive partnerships are critical launch, the provision relocated to transition to online learning during opportunities for our students and
to addressing, head on, the key social its own specially tailored campus in the Covid-19 pandemic. communities. Whilst responding to
and economic challenges faced by September 2021. areas of specific need with highly
our communities. • Development of a cost-efficient specialist provision, there is a
• The September 2019 launch of model for delivery of shared consistent expectation that every
the College’s first full degree-level professional services (business student will enjoy their learning,
programme, in counselling, followed support functions) across the Group. fulfil their potential and move on to a
a year later by the sports coaching bright future.
degree. These courses are the
first to be validated through the
College’s recent partnership with
The Open University.
16 bacoll.ac.uk Strategic Plan 2021-2024 17
KEY STRATEGIC ACTIONS
Over the next three-year planning period
New strategic directions responding to key policy developments and
Continuation of established strategic development themes: areas of need:
• Ongoing investment in staff training validated by The Open University • W
ork closely with employers and • R
edevelopment and relaunch
and development to ensure that alongside those established in community partners in order to of the digital curriculum offer in
the quality of education provided is counselling and sports coaching, play our role in post-Covid recovery response to escalating demand for
consistently excellent. as well as the existing University of for the individuals, communities specialist skills in this economically
Sunderland foundation degrees and and businesses who need us most. critical sector, particularly in the
• Move achievement, progress Pearson HNC/D programmes. We will do this by leveraging areas of programming and systems
and progression rates towards government initiatives and funding development. Underpinned by
best-in-class performance for all • Further development of the South streams in order to raise skill levels recent investment in state-of-the-
areas of activity. West Durham Training business in economically important sectors art digital facilities, this curriculum
in response to employer needs, and connect local people with job development initiative will require
• Generate surpluses for continued with particular scope for growth in opportunities that emerge from appointment of specialist staff
investment in exceptional resources apprenticeships, higher education recovery and regeneration. and a renewed focus on employer
by both increasing income and also and commercial activity. engagement.
leveraging efficiencies across the • S
trengthened approaches to
range of activities. • Continue to develop our role as a careers and employability • F
rom the 2021/22 academic
key partner in the regeneration of support, with proactive brokerage year, Bishop Auckland College
• Ensure
that the growth of Durham Bishop Auckland and South Durham. of employment outcomes and will redouble its commitment to
Gateway 14-16 alternative provision This takes place through our strategic other positive destinations for addressing the climate emergency
is underpinned by both high quality input on the Bishop Auckland all students, including those with agenda. We will build on previous
and strong partnerships with Stronger Towns Fund and Brighter EHCPs, SEND, undiagnosed SEND work with a renewed focus using
commissioners. Bishop Auckland Partnership needs and disadvantaged students. the framework provided by the
boards, our work with The Auckland In addition to the hands-on Climate Action Roadmap for
• Further expansion of the higher Project and our relationships with approach established by the student Further Education Colleges as a
education portfolio, to include many employers, stakeholders and progression team from 2021, future route towards achieving net zero
additional degree-level programmes community and charity partners. developments will centre on creation emissions. All aspects of College
of a social enterprise recruitment operations will be reviewed in order
agency, funded initially by the Bishop to achieve the initial target of a 15%
Auckland Stronger Towns Fund. reduction in the College’s carbon
footprint by 2025. Work will embrace
• F
urther strengthening the College’s college operations, buildings and
response to local skills gaps and infrastructure; education about
labour market needs, by building sustainable lifestyle choices;
on learnings from the Tees Valley revisiting partnerships and suppliers;
pilot of the Local Skills Improvement and curriculum developments to
Plan (LSIP) model. There is an connect students with jobs emerging
opportunity to enhance existing in the green economy, such as those
employer engagement mechanisms, in the domestic retrofit sector.
utilising relationships with employer
representative bodies and other • I ntroduction of T level curriculum
business networks, and focusing on from September 2023, initially
target sectors that are of particular in the subject areas of early years
economic importance locally. and digital.
Director of 14-16 Learning Richard Hinch with Durham Gateway staff
18 bacoll.ac.uk Strategic Plan 2021-2024 19OUR COMMUNITY
Bishop Auckland College is the main post-16 technical and By leveraging this unique investment the largest business parks in the UK,
of private funds, a partnership of being home to over 500 diverse and
professional education provider in South Durham. community stakeholders and the progressive companies and employing
local authority, Durham County around 10,000 people.
There is one 11-to-16 school in Bishop
Auckland and two others with sixth
Assets and Council, have also been able to secure
forms; these, along with 12 other opportunities… substantial public funds targeted at
regenerating high streets, boosting
Other centres of economic activity
include the former west Durham
schools across south Durham (of which
There are considerable assets and local economies, creating jobs and coalfield towns of Spennymoor, Shildon
one has a sixth form) constitute the
opportunities within Bishop Auckland recovery from the Covid-19 pandemic. and Crook. Apart from public sector
key feeder schools for Bishop Auckland
and south Durham. Firstly, a major employment, which is still dominant
College. The closest competing
economic regeneration and job Bishop Auckland has been successful despite austerity cuts since 2010,
colleges of further education are
creation initiative is now well underway in securing investment through both key sector concentrations are in
Darlington College to the south and
in Bishop Auckland, benefitting from the Future High Streets Fund and manufacturing, health including care,
New College Durham to the north.
significant investment of both private the Stronger Towns Fund, with the retail and distribution and education.
and public funds. latter placing a strong emphasis on
Whilst the declining population
skills development to connect local Tourism is a key target sector for
demographic for 16 year olds was a key
Jonathan Ruffer, an investment people to emerging employment growth, exploiting the considerable
issue for colleges for several years, the
banker and evangelical Christian opportunities. rural assets available within south
trend has now reversed dramatically.
philanthropist, is leading a series Durham and also visitor attractions
of related initiatives known as ‘The Through our roles on the Stronger and distinctive town centres such as
From the smallest cohort size of the
Auckland Project’. These are at Towns Fund Board and the Brighter Barnard Castle.
2018/19 academic year, numbers are
varying stages of completion and Bishop Auckland Partnership, Bishop
now increasing substantially year-on-
include: redevelopment of Auckland Auckland College is fully integrated Responding to the skills needs of
year, presenting a real opportunity for
Castle; creation of a viewing tower; into this exciting and transformational this diverse industry base, Bishop
growth in the number of full-time 16-18
development of a Christian heritage regeneration of Bishop Auckland. Auckland College and its subsidiary
year-old students.
centre; an art gallery of Spanish old company, South West Durham Training,
masters; a mining art gallery; and Through skills development, are together the key destinations for
Analysis of census data for the schools
several hotels and restaurants. In an apprenticeships and training for technical and professional education,
within the Bishop Auckland College
allied development, the spectacular businesses, and with the involvement including apprenticeships, in south
catchment area indicates that this
open-air live show, ‘Kynren’, depicts of many students and staff in various Durham.
trend is set to continue until at least
2,000 years of British history through aspects of the work, Bishop Auckland
2025.
the lens of the north east. College is playing a leading role in this In 2018/19 (i.e. pre-pandemic) the
shared commitment to job creation Bishop Auckland College Group trained
and economic development. around 500 apprentices of all ages,
Bishop Auckland College catchment area:
working with 250 employers in sectors
Total cohort size of 16 year olds
Much economic activity is also centred closely matching local labour market
in Newton Aycliffe, which is the needs. Apprentices are, in the main,
location of Aycliffe Business Park. employed by micro and small-sized
businesses (0-49 employees), again
This is the biggest single employment closely reflecting the profile of the
area in County Durham and one of local industry base.
Overall, 82% of businesses in County Durham are
micro enterprises (0-9 employees), and 97.8% are micro
or small businesses.
20 bacoll.ac.uk Strategic Plan 2021-2024 21…but challenges remain
Despite obvious advantages and The College’s most immediate new jobs since 2014 reported in proved effective at re-engaging
opportunities locally, there remain catchment area lies within the top October 2021; this was 19,900 lower unemployed adults and enabling
nonetheless pockets of extreme 10% on the national Indices of Multiple than a year previously. positive progression outcomes.
disadvantage and deprivation within Deprivation, and is the highest in the
this semi-rural area, issues that have ranking in terms of deprivation in A more positive outcome is that 121% Overall qualification levels of the
undoubtedly been exacerbated by the County Durham; health deprivation, of this net employment growth has County Durham population are low,
Covid-19 pandemic. education and unemployment are the been in higher skilled jobs. Despite this, with a high proportion of people
key factors influencing this ranking. economic exclusion in some parts of qualified only at level 2 in County
The Indices of Multiple Deprivation the region remains persistent and some Durham – i.e. 75.9% (December 2020),
(IMD) 2019 position the North East It is also highest in County Durham in of the jobs being generated are low compared with 75.5% for the north
LEP area (which includes County terms of income deprivation affecting paid and insecure; this is a particular east region and 78.1% nationally. The
Durham) as 6th in the ranking of children. The rate of unemployment challenge in south west Durham. issue is particularly evident at level 4
multiple deprivation for the 39 LEP within County Durham, at 6.2%, is and above, with only 31.6% of County
areas, a decline from 10th position higher than the national rate of 5.0% This compares unfavourably with Durham residents qualified at higher
in the 2015 IMD. (Nomis, June 2021 data), and the north the national figure of 3.2%. Bishop levels compared to 43.1% nationally.
east as a region has one of the highest Auckland College works in partnership
Within this already high level analysis unemployment rates nationally, at 6.7%. with a number of agencies (e.g. To address this, Bishop Auckland
there are pockets of very high Department for Work and Pensions, College has developed its higher
deprivation at district level, particularly Nonetheless, there has been a 1.1 Jobcentre Plus, Durham County education strategy to increase
within south west Durham where percentage point reduction in the Council, Durham Works) to develop the number of people from the
Bishop Auckland College is located. unemployment rate for County Durham provision that effectively supports most deprived areas who progress
Nonetheless, there has been a 1.1 over the last two years. adults and young people into into higher education, through its
percentage point reduction in the employment or further training. collaborative outreach programme
unemployment rate for County Durham The North East LEP reported progress work. This will, in turn, increase the skill
over the last two years. The proportion (Dec 2019) towards achieving its The College has developed a new and qualification levels of those at risk
of 16-18 year olds who are not in strategy for becoming a fast-growing programme for 16-18 year olds which of becoming trapped in the cycle of
employment, education or training in economy, having achieved 8.8% growth combines skills development with low value, insecure employment.
County Durham has worsened over the in GVA between 2014 and 2017. The employability training and this is
previous two years and at June 2020 target to achieve 100,000 new jobs proving effective in re-engaging
this stood at 5%. by 2024 suffered a setback with the some disenfranchised young people.
pandemic, however, with only 50,600 Sector-based work academies have
22 bacoll.ac.uk Strategic Plan 2021-2024 23OUR PARTNERS
The Bishop Auckland College Group is an outward-facing
organisation that recognises the critical importance
of collaboration in order to lead change and influence
local agendas.
Through our partnerships with The profile of our employer base Strong relationships with our two well-established and this is an area
employers and a wide range of closely matches that of County Durham university partners underpin the where colleges typically invest
stakeholders, we have established as a whole, with a predominance of College’s growing range of accessible substantial resource.
our place at the heart of our micro and small businesses. However, higher education opportunities,
community and as a key partner in the the College Group has well-established attracting many students who would Clearly, effective marketing and school
regeneration of Bishop Auckland and relationships with many of the key not traditionally have engaged in liaison activity is absolutely critical
South Durham. large employers too, such as Durham higher education. to providing excellent progression
County Council, Hitachi and 3M in opportunities for young people locally,
Our business planning is strongly Newton Aycliffe and GSK in Barnard This is a key area of the College’s whilst maintaining healthy recruitment
influenced by our connections with Castle. strategic development and critical to College courses.
the North East Local Enterprise to supporting social mobility and
Partnership (NELEP) at the regional We are particularly proud of our role economic development. However, our relationships with schools
level and Durham County Council at as a key partner in the regeneration of go well beyond this. For example,
the local authority level. Bishop Auckland and south Durham, Our long-established relationship with partnership work over many years has
and here our relationships with the University of Sunderland underpins enabled the College to develop its
By aligning our agenda with the business and community organisations high quality programmes such as initial successful ‘Durham Gateway’ 14 – 16
broader agendas for social and are really fundamental in helping to teacher training (the Certificate in alternative provision routes for young
economic development, we are leverage the benefits of our collective Education) and the Foundation Degree people who thrive in practical and
able to not only take a collaborative work. Examples include: in Education and Care. nurturing settings.
approach to accessing funds, but also
ensure coherence and efficiency in the • The Auckland Project Since September 2019, two full degree This has been a truly collaborative
way that these scarce resources are programmes have been launched initiative, with input from local
deployed. • Eleven Arches (the organisation through our partnership with The Open schools and Durham County Council
behind the spectacular production University - the BA (Hons) Integrative throughout. In a further example,
This same approach also applies to our ‘Kynren’) Counselling Practice and BSc (Hons) work with the local school for young
work with other colleges in the region, Sports Coaching. people with special educational needs,
and examples include our collaborative • The Brighter Bishop Auckland The Oaks Secondary School, has
work on various ESF funded projects, Partnership Together with the College’s higher strongly influenced development of the
such as those supporting the digital education offer of a suite of Pearson College’s high needs provision.
and health and social care sectors. • Bishop Auckland Stronger Towns HNC/D programmes, these university
Fund Board relationships provide a valuable In our ‘Aspire’ centre, students
Employer engagement lies at the heart foundation for our growing offer of benefit from access to a wide
of our work and each year the Bishop • South Durham Enterprise Agency specialist higher level provision, with range of vocational facilities and a
Auckland College Group works with each course designed to respond to curriculum that is designed to promote
around 300 employers. • Engineering and Manufacturing specific sectoral and employer needs. progression to independent living
Network and employment.
Relationships with the College’s
• Aycliffe Business Park 15 direct feeder schools are very
24 bacoll.ac.uk Strategic Plan 2021-2024 25The Bishop Auckland College Group
positions itself firmly at the heart
of our community and our wide
childcare students will be learning
through placements in a variety of
local nurseries.
OUR CURRICULUM INTENT
range of productive relationships Bishop Auckland College is proud to be a uniquely vocational
with community partners is one In addition, each and every week, a
demonstration of this. range of sporting and community college, centred on providing high quality education and
groups will be using the College’s training to support local people into employment - either
In a typical week, health and social excellent facilities, which are for the directly or via progression routes of apprenticeships or further
care and catering students might be benefit of our communities and we are
hosting the Age UK County Durham proud to share. and higher-level study.
lunch club; sports students could be
hosting activities for children from These, and many other activities, are The curriculum ranges from entry level In addition, Bishop Auckland
local primary schools; construction the lifeblood of the Bishop Auckland for high needs learners to full degree College has a strong presence in
students might be refurbishing a local College Group and they are the level programmes in specialist areas, the engineering and manufacturing
community venue; counselling students means through which our students and the offer spans all subject sector education and training market, through
will be providing support in a variety are effectively prepared to take their areas other than land-based. The its parent/subsidiary relationship
of community settings; hairdressing place in society and make valuable College is adaptive and efficiencies with the training provider South West
and beauty therapy students might contributions as active citizens and are maintained by choosing to focus Durham Training (SWDT), located on
be working in a local care home; and highly skilled workers. on specific technical and professional the Aycliffe Business Park.
routes where the quality of education
is good, achievement and progression It is the unique combination of
rates are high, employer links are three key features that informs the
strong and local labour market demand distinctive curriculum intent of Bishop
is evident. Auckland College:
Areas of particular specialism, that I Inclusion at our heart
respond to specific economic and
social priorities locally, include: C Community integration
• Health and social care E Employer engagement
•E
ducation, including initial teacher
training and teaching assistants
• Public services
• Counselling (to degree level)
• Sports coaching (to degree level)
• High needs
• 14-16 alternative provision
Employer partner Trades4Care’s first ever apprentice Cameron Southworth, 18, with T4C Director Charlie Wright
26 bacoll.ac.uk Strategic Plan 2021-2024 27Over recent years there has been a strong focus on further development of the
1. Inclusion lies at the heart of Bishop Auckland College College’s inclusion strategies. Key elements include:
Bishop Auckland College is a unique, diverse and i.
Staff training in Quality First v.
The student progression team
inclusive environment in which everyone is supported to Teaching to ensure that higher ensure that students receive
ability learners are stretched tailored careers and employability
grow and flourish. and challenged, whilst providing interventions throughout their
appropriate scaffolding and course, with support that goes
We treat each student as an individual is effectively aligned to labour market adaptations for those students well beyond the traditional CEIAG
with their own unique talents, demand and because we are a key who benefit from additional offer. The team are responsible
circumstances and aspirations. We partner in the regeneration of Bishop support. In this way we ensure that for proactive brokerage of
understand that some of our students Auckland and south Durham. mainstream vocational provision is employment outcomes and
face difficult challenges and, where fully inclusive, rather than providing other positive destinations for
barriers exist, we focus relentlessly on The profile of curriculum for full-time separate pathways that might all students, including those with
supporting students to climb high and students is very distinctive and in a unhelpfully label and limit those EHCPs, inclusion needs and the
overcome them. typical year around 70% of the cohort with inclusion needs. disadvantaged.
are studying at levels 1 and 2.
We know that positive and productive ii. Personalised learning in which Their unique hands-on approach
relationships are the key to unlocking We have a high proportion of young learning plans, timetables, involves: liaison with employers,
potential, and the smaller scale of people taking resits in maths and work placements, enrichment FE/HE institutions and other
our College and our class sizes mean English compared with the regional opportunities, individualised target- organisations to identify job
that we can really get to know every and national averages. Around 60% setting, 1:1 progress reviews, careers opportunities and other potential
student. of 16-18 students are from the most guidance and progression planning progression routes; helping
disadvantaged ward uplift areas. are all designed to respond to the students to locate realistic
For all students our intent is always individual needs and interests of target destinations; providing
the same: from the moment they are The College also welcomes into learners. individualised support with
welcomed into the College we aim mainstream provision a high proportion CVs, applications, preparing for
to transform the life chances of each of students with EHCPs, SEND plans, iii. Highly effective support including interviews and any additional
student, helping them to progress into undiagnosed SEND needs and other learning support assistants who training needed; and advocating
fulfilling careers and contribute to the disadvantage factors. are trained to build students’ skills for individual students to maximise
productivity and prosperity of our local in independent learning, as well as their chances of securing a
economy. For example, in a typical year around exceptional pastoral support. sustainable positive destination.
15% of this cohort have EHCPs and
We can do this because we around 46% have disclosed learning iv. Specialist provision comprising
workclosely with employers across difficulties or disabilities. programmes for learners with
sectors to ensure that our curriculum high needs (‘Aspire’) and 14-16
alternative provision (‘Durham
Gateway’) for young people who
thrive in a more nurturing and
vocational environment than
mainstream education can provide.
28 bacoll.ac.uk Strategic Plan 2021-2024 292. Bishop Auckland College is integrated at the centre of the community
Bishop Auckland College is seen as an anchor institution
within the local community.
The College has extensive links with ii. Integration with community iv. Community partnerships v. As one of the biggest employers
a wide range of community partners partners and employers, and in are fundamental to providing locally, the College takes seriously
including Durham County Council, particular those associated with an extensive range of its commitment to corporate social
strategic regeneration boards, the regeneration agenda, means non-qualification enrichment responsibility. We are eager to
local schools, The Auckland Project that College students are able activities for students across use the resources, facilities, skills,
initiative leading the regeneration of to access a curriculum that is College. This type of community energy and passion within our
Bishop Auckland and a wide range of designed to prepare them for integration is viewed as crucial College to make as positive an
community partners and charities. emerging local jobs in the visitor in building the social skills and impact as we possibly can within
economy. Bishop Auckland is on confidence of our students, helping our community and environment.
These community relationships shape track to become a visitor destination them to build healthy relationships Each year, students and staff across
the College’s intent in five key ways: with national reach, centred on and in improving their mental health College make a real difference to
attractions including heritage, and wellbeing. Given the health people’s lives through our work
i. Strategic engagement in key culture, the arts and hospitality. inequalities associated with people with many community partners
forums driving the regeneration With a curriculum offer that reflects from areas of disadvantage, there and charities. Just a few examples
of Bishop Auckland and South these key segments of the visitor has been a very significant decline of our regular initiatives include:
Durham more broadly means that economy, students are well-prepared in the mental health of the College’s lunch clubs and activities for
the College is able to bring insight for fulfilling careers and effective student population over recent older people; construction and
and influence to the local skills contribution to the emerging years, exacerbated further by the decorating projects in community
agenda. In particular, the Principal is local economy. pandemic. Working closely with the venues; supporting retired veterans
a board member of Brighter Bishop mental health agencies, the College of the armed forces; theatre
Auckland Partnership and the BA iii. Partnership working with local also sees a central role for the social performances for local school
Stronger Towns Board. She is also authorities and schools underpins prescribing model of intervention children; hairdressing and beauty
the lead for the skills element of specialist areas of delivery, in improving the mental health and treatments for people in residential
the Stronger Towns Fund, working specifically high needs and 14- wellbeing of young people. care; and extensive charity
with a range of stakeholders to 16 alternative provision. Both of fundraising.
ensure that people within local these are priority areas for the local
communities are well-prepared authority, Durham County Council,
with the skills they need to connect and both centre on transforming
with the job opportunities that the life chances of young people
emerge from the transformation with extensive inclusion needs.
of our town. Bishop Auckland College has
developed expertise and capacity
in these areas over recent years and
has a very good reputation with
commissioners.
30 bacoll.ac.uk Strategic Plan 2021-2024 313. Impactful employer engagement shapes all College activity
Stakeholder analysis demonstrates that the College’s
partnerships with employers and other stakeholders such
as industry sector bodies are extensive, well-developed and
productive in nearly all curriculum areas.
Where new relationships are needed to ii. Training for businesses is provided iv. A
s a standard element of the The underpinning principle of the
inform and underpin potential strategic by the distinct employer-facing careers education programme, curriculum intent of Bishop Auckland
developments, then these are identified area of the College, with a courses across College include College is that we continually maintain
and facilitated through proactive and workforce development offer that regular input from visiting a sharp focus on delivering our core
effective use of networks. comprises apprenticeships, adult speakers who are experts in their mission within our local communities
learning provision and a range industry sectors. These provide and business. New developments
In terms of curriculum intent, employer of externally funded projects, inspiration and guidance for are selected judiciously, and only
relationships are crucial in a number of including those funded through the students as they are supported where we are confident that we can
ways: European Social Fund. Employer to plan their progression routes respond effectively to areas of specific
engagement lies at the heart of this towards their chosen professions. need. For all students our intent is
i. The curriculum offer in all subject team’s work, who provide training always the same: from the moment
areas has been shaped by listening for around 250 employers annually. v. E
ngagement of the student they are welcomed into the College
- and responding - to key labour Around 97% of these businesses progression team with employers is we aim to transform the life chances
market messages from employers. are small and medium-sized critical to the proactive brokerage of each student, helping them to
New curriculum pathways are only enterprises, in line with the profile of employment outcomes for progress into fulfilling careers and
introduced where there is clear of the industry base locally. students, as well as bringing local contribute to the productivity and
labour market demand and where industry intelligence and labour prosperity of our local economy.
employer partnerships underpin iii. Work placements are a long- market signals directly into the
the development. Recent examples established core element of College. The creation of this team in
include introduction of the new the full-time study programme August 2021 was a key strategy for
policing curriculum, the level 3 curriculum. In a typical year, improving the positive destinations
diploma in health and social well over 90% of full-time students outcomes for all students, including
care and the development of full complete work placements, those with EHCPs, inclusion needs
degrees in integrative counselling with the majority of these based and disadvantaged students.
and sports coaching. in industry and others with a
range of social enterprise and
community partners.
32 bacoll.ac.uk Strategic Plan 2021-2024 33OUR AMBITIONS
The Bishop Auckland College Group is an ambitious Strategic Priority 1
organisation: ambitious for the success and bright futures
of our students; ambitious for the prosperity of our local Vocational courses supporting local people into employment.
businesses and communities; and with big ambitions for the Effective partnerships and business • Continue to develop our role as a
future development and exceptional performance of the planning mean that courses respond key partner in the regeneration of
thriving learning organisations within our Group. to actual local priorities, helping to Bishop Auckland and South Durham,
build prosperity in south Durham. through our work with employers,
NELEP, Durham County Council,
Our ambitions are articulated through This strategic priority defines the scope the Brighter Bishop Auckland
the five strategic priorities that direct of our education and training activities Partnership, the Bishop Auckland
all of our work over the period of this and how we go about determining Stronger Towns Fund Board,
strategic plan. what courses we will offer and which The Auckland Project and
new developments we will undertake. relationships with many other
partners and stakeholders.
We understand the critical importance
of using our resources effectively to • S
eek opportunities, on an ongoing
address real local issues and skills gaps, basis, to work collaboratively with
ensuring that we offer high quality, neighbouring colleges in order
specially tailored training provision to to access funding streams,
address the needs of those markets. develop exceptional practice and
yield efficiencies.
Having established what we will offer
and to whom, we must then monitor Responsible curriculum planning
our success in those markets. This
means meeting planning targets for • Managers and course teams will
recruitment and income, and ensuring continue to build extensive employer
that the Group operates as an efficient links and expertise in sourcing
and sustainable business. and interpreting labour market
information, in order to ensure that
To address this strategic priority, they create courses that respond
these are the actions we will take: accurately to market demands.
Productive partnerships as a priority • Well-planned, high quality courses
will prepare students for entry to the
• M
aintain close and productive labour market (either directly or via
partnerships with local schools progression routes of apprenticeships
and Durham County Council, or further and higher-level study) or
ensuring that inspiring progression career development and progression
opportunities are available and through the labour market.
that the choices of young people
are based on high quality careers
Pumie Senadhira, education, information, advice
BSc in Nursing - and guidance.
University of Bradford
(former L3 Health and
Social Care student)
34 bacoll.ac.uk Strategic Plan 2021-2024 35Embrace change and leverage Prepare pre-16 young people for Former Brickwork student,
Craig Cummins, Ferryhill, who
opportunities created by curriculum success and prosperity secured employment at the
reforms College after completing his L1,
L2 and L3 in Bricklaying
• Further growth of high-quality
• Through effective engagement with alternative provision for 14-16 year
businesses, encourage and support olds through the ‘Durham Gateway’
employers to take full advantage of campus in Spennymoor. Launched
opportunities created by reforms to in September 2018, this combined
apprenticeship funding, curriculum academic and vocational curriculum
and assessment models. is specifically designed to re-engage
young people who are not thriving in
• Develop organisational capabilities mainstream education and set them
and capacity to enable successful on a pathway towards employment
introduction of T Level programmes and bright futures.
from September 2023, ensuring
that young people reap maximum • Work collaboratively with Durham
benefits from the opportunities that County Council to develop the
this provides. offer of individualised part-time
programmes for young people who
Higher education to promote social are electively home educated.
mobility and economic development
Address social and economic
• Expansion of the range of higher exclusion
education programmes offered by
Bishop Auckland College, introducing • Continue the long-standing agenda
further full degree level programmes of enabling access to learning
validated through The Open and employment opportunities
University, complementing University for those in areas with high levels
of Sunderland foundation degrees of worklessness and deprivation,
and Pearson HNC/D programmes. engaging more hard-to-reach
learners and those not in education,
Support growth of engineering and employment or training (NEETs).
manufacturing
• Future activity will be shaped in line
• Further development of the South with social and economic needs and
West Durham Training business in funding opportunities, responding
response to employer needs in the to key areas of local demand and
engineering and manufacturing working collaboratively with the
sectors, with particular scope for full range of stakeholders and
growth in apprenticeships, higher community partners.
education and commercial activity.
36 bacoll.ac.uk Strategic Plan 2021-2024 37You can also read
