BRADFORD
COLLEGE
OUR STRATEGY
2015-2020
Bradford College Strategy 2015-2020
Bradford College a strong college with a strong future
Contents
1. The Bradford College Strategy 2015-2020
1.1 Our vision and mission
1.2 Our values
3. The College environment
3.1 Our students
3.2 Our services
• Further Education
1.3 Strategic alignment
• Higher Education
1.4 Our goals and objectives
• Other services
3.3 Our staff and skills
2. The wider context
3.4 Our structure
2.1 Opportunities
3.5 Our systems
2.2Economy
3.6 Our estate
2.3Trends
4. How we developed the
Strategy
2.4Policy
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Bradford College Strategy 2015-2020
2015-2020
Our core purpose is to transform the lives of our
students, through working with them and with our
many partners in the UK and overseas to provide
education, opportunity and positive outcomes.
We will grow our local, regional, national and
international activity to welcome a wide range
of students and prepare them for the global
employment market.
Our Strategy comes out of a process of reflection,
consultation and preparation. We look forward to
working with our students, staff, the Students’ Union
and many other partners to achieve our goals.
Bradford College a strong college with a strong future
College Principal
Chair of Corporation
Bradford College is a dynamic
and successful College.
Planning ahead is key, and our
five year strategy sets out our
main aims and values for the
next five years.
We are proud to play a key role in the
Bradford District, the Leeds City Region
and beyond: increasingly we welcome
international students and reach out to
students across the UK through online and
distance learning.
Our links with individuals, employers and
diverse communities are at the heart of what
we do. We aim to strengthen and develop
these relationships and the services we offer
over the coming five years.
The period ahead will have its challenges, but
we are starting out from a strong position –
positive student feedback, excellent results
and a thriving Students’ Union, combined
with our skilled and motivated staff and the
development of our campus into a truly 21st
century centre of teaching and learning.
We look forward to building on these
strengths.
Kathryn Oldale
Principal of Bradford College
We face a challenging and exciting future,
with new employment opportunities,
developments in technology and learning
methods and possible further reductions
in public expenditure. There will be many
changes, and over the next five years the
Bradford College Corporation will continue
to work to represent all stakeholders in order
to ensure the College is at the heart of
developments while also ensuring excellence
in education and positive outcomes.
We have developed our Strategy by
listening, sharing and analysing. I would
therefore like to thank the many students,
staff and other stakeholders who have
taken part in this process. People are
at the heart of all we do and we look
forward to engaging with a wide variety of
communities over the coming five years.
Richard Wightman
Chair of Bradford College Corporation
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Bradford College Strategy 2015-2020
Bradford College Group
Chief Executive Officer
Bradford College Students’
Union
Bradford College is one of the
largest colleges in the UK, and
over the next five years it will
evolve further as we join forces,
through the formation of the
Bradford College Group, with
other organisations committed to
education and employment.
Bradford College has a thriving
and award-winning Students’
Union. It is one of only a small
number of Students’ Unions
active in Further as well as Higher
Education. This Strategy is
therefore of great importance to
us, and we are pleased to have
been part of its development.
Going forwards we will have goals that we
share with our partners in the Group, and this
will help the College provide greater choice
and opportunity, a wider and more inclusive
educational offer and shared high standards.
It will strengthen our sustainability.
There is much we are looking forward to.
For instance, we will work with employers
to strengthen advanced manufacturing in
Bradford, opening a new centre to train the
current and future workforce. We will build
on our role as an academy sponsor: our
involvement with the Appleton Academy,
the Samuel Lister Academy and the Bradford
Studio School has already been a real benefit
to education in Bradford.
We will welcome opportunities both as a
College and Group to work with and serve
many diverse communities, and to play a
positive role in the wider economy.
Andy Welsh
Bradford College Group Chief
Executive Officer
The student experience is key. Our role over
the next five years will be to work with the
College to realise the goals set out here.
We will be the student voice at strategic
level, consulting with the student body and
speaking out. We will be a critical friend,
letting the College know when and where
more needs to be done. We will also be
enthusiasts: we will applaud, encourage and
support the positive achievements over the
coming years.
Launching a strategy is just the first step:
the Students’ Union looks forward to the
journey that lies ahead, and to ensuring
the best outcomes for all College students,
wherever they are based, and whatever
their circumstances.
Fatima Sohail
President of the Bradford College Students’
Union, 2014-2015, and Chair of its Board
Mike Wilkinson
Vice Chair of the Bradford College Students’
Union Board
Bradford College a strong college with a strong future
Our Strategy 2015-2020
Our
Mission
To work together to create a better future for all
through education, enterprise and employment.
Our
Goals
1.
Deliver an
outstanding
student
experience
2.
Support
employability,
enterprise and
innovation
3.
Place people and
communities at
the centre of our
values
4.
Maintain a
dynamic and
sustainable
college
5.
Grow our
reputation and
influence
6.
Participate in the
development of
Bradford College
Group
Achievement
Focus
Inclusion
Integrity
Excellence
Our
Values
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Bradford College Strategy 2015-2020
The Bradford College Strategy
1.
THE
BRADFORD
COLLEGE
STRATEGY
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Bradford College Strategy 2015-2020
Our mission
• To work together
to create a better
future for all
through education,
enterprise and
employment.
1.1 Our vision
and mission
In 2020, Bradford College will be:
• Delivering an outstanding student
experience
Through 2015-2020 we will continue
to develop and deliver high quality
teaching and learning from Entry Level
to Postgraduate, across a wide range of
subjects and qualifications. We will deliver
a curriculum that meets the needs of
the local, regional, national and global
economy and responds to our students’
interests, abilities and potential.
We will cultivate areas of outstanding
success; strengthen core courses; build our
provision in Advanced Technology, Science
and Engineering; extend our blended
education offer; develop work-based
learning and increase our ability to adapt
to changing market forces. We will expand
our intake of Higher Education and Further
Education students in line with student
and employer demand and cost feasibility.
We will foster scholarship and research
among students and academic staff.
We will work continuously and in liaison
with our Students’ Union to ensure high
standards, good support, strong results
and positive outcomes for all our students.
• Supporting employability, enterprise
and innovation
Over the next five years, we aim to make
a positive contribution to the Bradford
District, the Leeds City Region and the
national and global economy through
increasing our work with employers and
other partners, and through helping our
students develop both as individuals
and as productive members of wider
society and the workforce. We will
help our students prepare for and gain
employment and we will foster skills of
enterprise and entrepreneurship among
students, staff and alumni.
We will work closely with the Students’
Union to achieve these aims, and we
will use our membership of the Bradford
College Group as an opportunity to extend
our employer engagement.
• Placing people and communities at the
centre of our values
Our students are at the heart of all
we do. Over the five years to 2020,
we will work to strengthen their voice,
respond to their requests and ensure
they are active partners in their learning
experience. We will support their
progression, whether to further study,
employment or other destinations.
Our staff are also vital to our success as
a College. We will provide a supportive
employment environment, attracting,
recruiting and developing a talented
and committed workforce. The College is
part of many different communities. We
will continue to build our relationships
with these, setting out a community
engagement strategy and forming
creative partnerships.
We will work closely with the Students’
Union to achieve all our goals, and will
involve our alumni. Overall, our aim is to
achieve an expanding and welcoming
college community, where equality and
diversity are embedded in all we do.
The Bradford College Strategy
• Maintaining a dynamic and
sustainable college
We will diversify our sources of income
in the UK and overseas, and will invest
strategically in our estate and in
technological development. This will be
achieved through government and public
sector funding; external contracts and
grants; income generation through selling
College courses and services, and through
other College entrepreneurial activity.
We will identify areas where the College
has particular expertise and achievement
and will strengthen our ability to address
these creatively and effectively. We will
be an active member of the Bradford
College Group, using this to build income,
investment and sustainability.
We will reach out to our current
communities and new constituencies in
the UK and overseas to encourage people
and organisations to be involved with
our College, our students, our Students’
Union, our alumni and our staff. We
will celebrate the achievements of our
students, alumni, staff and partners. We
will be an active partner in the Bradford
District and Leeds City Region. We will
stand out as a high-achieving College
with an award-winning Students’ Union,
well equipped for the 21st century.
• Participating in the development of
the Bradford College Group
In the period 2015-2020 the Bradford
College Group will consolidate and
expand. Bradford College aims to be an
active member of this initiative, which
will enable us to be part of a widening
education, training and employment
service at local, regional and national
level, and overseas. We will use our
membership of the Group to strengthen
co-ordination and collaboration, gain cost
efficiencies through shared services, and
to achieve other benefits.
In addition to our new campus,
The David Hockney Building, we will
commission a building dedicated to
Advanced Technology provision across
Science, Engineering, Technology and
other areas. We will strengthen our
environmental policy and monitor its
implementation.
• Growing our reputation and influence
The UK is emerging from a period
of severe austerity and cuts, and
employment and technology are evolving
rapidly. The education sector and colleges
in particular need strong voices in order
to champion the needs of our students,
employers and other communities. Over
the five years up to 2020 we will play
an active role through being part of key
education, training and skills initiatives
and through responding to policy
development. We will fly the flag for
Further Education and Higher Education
and the communities we serve.
The College will therefore engage fully in
the construction and strategic planning
of the Group. At the same time, we will
reconfigure College governance in line
with the development of the Group, in
order to ensure the highest standards
of governance and leadership, and to
strengthen our planning and policy
functions as a College and Group member.
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Bradford College Strategy 2015-2020
1.2 Our values
Our values are the principles that guide the way we do things. They are
based on consultation with staff, students and others.
Achievement:
Focus:
We are ambitious. We set high standards
for the College and all its students and
staff. We help people transform their lives
through education, experience, support
and inspiration.
We are professional and purposeful,
working towards our shared strategic goals
and managing our resources well. We are
forward-looking, engaging with the wider
social and economic environment.
Inclusion:
Integrity:
We are an open, welcoming and supportive
College. Our commitment to equality and
diversity underpins everything we do. We
build and sustain positive relationships with
many communities.
We work to uphold our values in our
planning and decision-making, our teaching
and learning, our actions and relationships.
We aim to be fair, open, honest and
accountable to the communities we serve
and to treat all with respect.
Excellence:
We aim for excellence in all our teaching,
learning and assessment, and across our
campus and facilities. We are innovative and
creative in our outlook and approach, and
encourage these qualities in our students.
The Bradford College Strategy
1.3 Strategic alignment
Our growth plan is aligned with the economic and skills strategies of
Bradford Metropolitan District Council and the Leeds City Region. It is
also shaped by developments in government policy and government
funding streams, which are increasingly focussed on strengthening the
vocational and employment outcomes of colleges and expanding the role
of employers in shaping the curriculum.
The following are the local and regional
strategies, policies and reports that are
important at the outset of our strategic plan:
• Bradford Council Education Improvement
Strategy 2012-2015
• Bradford: Producer City
• Leeds City Region Economic Plan
• Leeds City Region Labour Market Analysis
Report 2013
• Leeds City Region Skills Report 2012
• Leeds City Region Skills Plan 2013-2015
• Bradford City Centre Area Action Plan
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Bradford College Strategy 2015-2020
1.4 Our goals
Goal 3: Place people and
communities at the centre
of our values
Goal 3 objectives:
Goal 1: Deliver an
outstanding student
experience
Goal 2: Support
employability, enterprise
and innovation
Goal 1 objectives:
Goal 2 objectives:
3.1 To support the positive progression
of all our students, as they advance
in their studies or move on to other
destinations.
1.1 To structure our Further and Higher
Education provision, traineeships and
apprenticeships in partnership with
employers and in response to the
employment needs of the regional,
national and global economy.
2.1 To enhance the employability
and career outcomes of all our
students and actively support their
progression.
3.2 To work with our students and the
Students’ Union to ensure that
students are active partners in their
learning experience.
2.2 To support and encourage
enterprise, entrepreneurship and
self-employment among our
students and alumni.
3.3 To be an employer of choice,
supporting our staff in their
professional development.
1.2 To ensure the highest standards and
best variety of teaching, learning and
assessment across all our courses,
traineeships and apprenticeships.
1.3 To provide an enriching, well-resourced
and well-supported student experience
to all.
1.4 To foster high-quality research, subject
specialism and scholarly activity
among our staff and develop external
research partnerships and profile.
2.3 To build a culture of enterprise
and innovation at all levels of
the College, playing an active
role in local, regional and wider
developments.
2.4 To maximise the positive
development of technology across
the College, as key to teaching,
learning, assessment, access,
innovation and communication.
3.4 To be accountable to, and work in
partnership with, the communities we
serve and to engage with our alumni.
3.5 To achieve an expanding and
welcoming college community, where
equality and diversity are embedded in
all we do.
The Bradford College Strategy
Goal 4: Maintain a
dynamic and sustainable
college
Goal 5: Grow our
reputation and influence
Goal 4 objectives:
5.1
4.1 To develop new initiatives and
structures that enable us to expand
our educational offer and champion
innovation.
4.2 To ensure financial sustainability,
enabling the College to invest and
grow in priority areas.
4.3 To diversify our income sources,
identifying new opportunities and
responding to the changing needs
of our students and the wider
environment.
4.4 To maximise the efficiency of our
buildings and resources, providing
high quality, environmentallysustainable facilities with maximum
usage and return.
4.5 To continuously develop our estate
in line with our educational, incomegeneration and environmental aims.
Goal 5 objectives:
To be the first choice for education
and training in the Bradford District,
and a leading provider across the UK
and overseas.
5.2 To shape local and regional economic,
employment and skills strategies, and
to influence national and international
policy in these areas.
5.3 To celebrate and share the
achievements of our students, alumni,
staff, Students’ Union and the
communities we serve.
Goal 6: Participate in
the development of the
Bradford College Group
We aim to be an active member of the
Bradford College Group, in order to:
• Strengthen our networks, influence
and reputation.
• Achieve benefits through the efficient
sharing of resources and expertise.
• Build growth and stability within the
College and the Group.
• Identify and respond to new
opportunities.
• Foster a robust and challenging academic
community, evidenced in high standards,
the sharing of best practice and positive
outcomes across the Group.
Goal 6 objectives:
6.1 To develop the Bradford College
governance and leadership structures
and composition in line with the
development of the Group.
6.2 To develop Bradford College policy
and planning processes to maximise
the efficiency of the College as
a Group Member and enable
the College to have a strong and
effective voice at Group level.
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Bradford College Strategy 2015-2020
The wider context
2.
THE
WIDER
CONTEXT
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Bradford College Strategy 2015-2020
2.1 Opportunities
Turning challenges into opportunities
The last few years have been very challenging for the education sector and society as a whole.
The challenges listed below are set to
continue:
• Government cuts to Further Education
in particular, and reduced government
investment in Higher Education.
• A steep increase in student fees and costs.
• A nation-wide decrease in part-time
and mature students, particularly in
Higher Education
• An expansion in university intake over the
next five years.
• Increased competition for students
from a range of education providers
in the UK and overseas, and increased
choice for students.
• The rise of new modes of learning,
particularly in the form of low-cost
online courses.
• Barriers that limit the number of
international students able to study in
the UK.
• High youth unemployment, including
among recent graduates.
• Low salary levels for graduates and
college-leavers.
• Changes to the welfare benefit system
which place vulnerable groups at
greater risk.
• Changes to government policy in key
areas such as teacher training.
• Increasing government expectation that
employers should engage with and fund
education and training.
We will rise to these challenges, ensuring
we respond constructively to changes in the
wider environment and find opportunity
for development.
The wider context
2.2 Economy
Meeting the needs of the local, regional, national and global economy
Bradford and Leeds together form an economic powerhouse within the Leeds City Region. While they have been
affected by the recession, both are seeing an expansion in jobs and this is forecast to continue and increase.
We have therefore considered the skills
analysis and strategies of Bradford
Metropolitan District Council and Leeds City
Region in identifying key areas, and their
economic forecasts. We have also considered
the 2013 UKCES employers survey, which
identifies national trends.
• The Leeds City Region (LCR) economy is
forecast to grow by 23% in Gross Value
Added (GVA) terms over the next decade.
• Full time employment is forecast to grow
by 10%.
• Bradford and Leeds districts are expected
to account for around 56% of GVA
growth in LCR between 2013 and 2020 the two districts will continue to dominate
growth in the LCR economy.
• Self-employment in Bradford is forecast
to increase at a faster pace than
employee employment - an 8.6% rise in
self-employment is expected between
2013 and 2020 compared to a 7.5%
increase in employees.
Within the Bradford District and City Region
growth is anticipated in:
Bradford District
• manufacturing
• retail
• professional services
• education
• health and transport
• storage and post
The Leeds City Region Strategy
also emphasises the importance of
manufacturing; food, drink and agriculture;
energy generation; education and research;
and sport, art and culture. There will be
continued growth in high human contact
occupations such as Sales and Customer
Service and Caring (including Leisure), as well
as strong growth in high skilled occupations
like Managers and Directors, Professional
Occupations and Associate Professionals.
• textiles (due to new funding initiatives)
These areas of growth and development are
largely replicated at national level.
Leeds City Region
As a result of this, we will:
• administrative and support services
• retail
• land transport, storage and post
• professional services
• accommodation and food services
• finance
• Increase employer engagement, work
experience, work placements and
volunteering and continue to provide skills
careers guidance and support.
• Aim to be part of key local, regional and
national initiatives to boost employment.
• Monitor employment trends and work with
employers in the UK and beyond to deliver
high quality courses that enable students
to gain employment and make a positive
contribution.
• Continue to offer a wide range of courses,
including those leading major employment
markets and more niche occupations.
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Bradford College Strategy 2015-2020
2.3 Trends
Responding to population trends
Over the coming five years, some significant developments will take place across the Leeds City Region, but
most markedly in Bradford District:
• Bradford has a large and rapidly growing
population: 524,600 people.
As a result of this we will:
•
• Offer courses to a wide range of abilities
and interests, in order to encourage
young people to enter and remain in
education, and to help them to thrive.
•
•
•
•
As the higher number of children currently
aged 2-11 moves into the secondary
Bradford is the fourth largest metropolitan sector, the District will require around 200
additional secondary class groups. This will
district in England.
begin to impact on the College over the next
Over the last decade the District’s
five years.
population growth has been much faster
The working age population will increase
than the national average, as a result of
markedly over the next ten years, possibly
births rather than immigration.
faster than the rate of jobs growth.
Bradford is the youngest English city
At the same time, the very elderly (85 and
outside London: nearly a quarter of the
over) population which currently totals just
population is aged under 16 (23.5%),
and over the last decade there has been under 10,000 in the District is predicted
an increase of over 20% in 0-4 year olds to increase by nearly 30% over the next
ten years. This will drive a demand for care
in Bradford.
and will increase the numbers of Carers,
Current forecasts predict that the
including those who are themselves over 85.
District’s population will grow at 8.5%
There are some health trends in the District
over the next ten years, faster than the
which highlight a need for medical care and
national average.
health guidance.
Over the next ten years the number of
under 16 year olds is predicted to increase
by 13,200 - an increase of 10.7%.
• The majority of children will be born in
areas of higher than average deprivation.
• Bradford’s neighbouring city, Leeds,
will also see a steep rise in the young
population. Other parts of Leeds City
Region will see a slower rate or possible
decline.
• Provide additional support wherever
possible for those facing particular
challenges.
• Make outreach to young people and
parents, and plan the appropriate
provision, central to building the intake
of students.
• Continue to offer distance and on-site
Further Education training for Carers, and
Further and Higher Education courses
and qualifications in social care and
health professions.
• Increase our activities as a dementia
friendly college.
• Continue to work with the unemployed,
to help them gain skills, qualifications and
move into work.
• Promote health, well-being and fitness
through a range of campaigns and
activities.
The wider context
2.4 Policy
Government policy
In the course of our Strategy, the policy and legislative environment will continue to evolve, and there will be a
general election. This section summarises current government priorities and the likely direction of policy that will
shape at least the initial period of our five year Strategy.
The central themes of the coalition
government’s strategy for colleges
were set out in New Challenges, New
Chances (2011). This removed ‘a wide
range of restrictions and controls on
college corporations’, placing them on
a similar footing to charities. Colleges
and education providers are encouraged
to look at models such as mutualisation
or setting up companies and trusts, and
joint models across the post-14 education
sector. The goal is greater responsiveness
to learners, employers, communities and
sector needs, and to enable colleges to
have access to other sources of funding.
Over recent years, the education market
place has been changing with the goal of
increasing competition and choice. This
has resulted in the creation of academy
schools, studio schools, new types of
college and other initiatives, led by a wide
and diverse range of commercial, voluntary
sector and public sector providers.
There is a strong emphasis on increasing
employer ownership of the education and
training curriculum. The Whitehead Review
(Autumn 2013), for instance, called for ‘a
system that puts employer demand and
business growth at its heart, enabling a
better match between supply and demand’.
This is supported by the Industrial Strategy
of the Department for Business, Innovation
and Skills.
With regard to further and vocational
training, the government has emphasised
traineeships, apprenticeships, standards
and qualifications. A number of reviews
have advocated the reconstruction of the
vocational qualification system around the
needs of employers and young people.
This includes clearly defined routes at 1619, and new Traineeship and Tech Level
qualifications.
With regard to Higher Education, the
government states that ‘an estimated 60,000
young people a year who have the grades
to enter Higher Education cannot currently
secure a place’. It is enabling universities to
take on increasing numbers of students and
has called for vocational university degrees to
be available to more students.
The full impact of the increase in HE
fees remains to be seen: it is certain that
students are demanding more value for
their money. Across HE and FE, the funding
system has changed, with older students
and employers expected to contribute
more to the cost of education. Funding to
colleges has decreased significantly.
The government sees education as a
global business and a growth business. At
present, immigration controls are limiting
this business, but the Secretary of State for
Business, Innovation and Skills has called
for these to be lifted.
A final aspect of government policy that
impacts directly on colleges of Further and
Higher Education is the establishment of City
Regions and Local Enterprise Partnerships.
These will play an increasingly important role
in skills and training for work, and in boosting
enterprise, employment and value.
As a result of this we will:
• Structure our Further and Higher
Education provision in response to the
employment needs of the regional,
national and global economy.
• Strengthen our relationships with
employers, in order to provide a talented
and skilled workforce.
• Work to shape local and regional
economic, employment and skills
strategies, and to influence national and
international policy in these areas.
• Develop new initiatives and structures
that enable us to expand our educational
offer and champion innovation.
• Diversify our income sources.
• Increase our work with employers.
• Build a culture of enterprise and
innovation at all levels of the College,
playing an active role in local, regional
and wider developments.
We will be an active member of the Bradford
College Group, in order to strengthen our
influence and reputation, build growth
and stability in line with government
strategy, and identify and respond to new
opportunities.
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Bradford College Strategy 2015-2020
The College Environment
3.
THE
COLLEGE
ENVIRONMENT
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Bradford College Strategy 2015-2020
3.1 Our students
In this section, we
summarise our situation
in the period leading up to
2015, and look at where
we want to go.
Note: The data is based on all learners on our records: individual learners,
each counted only once regardless of the number of qualifications being
studied. Non-starters are excluded.
Our students
2012-2013
Total number of students
23,353
Total students 16-19
5,893
Total students 20-24
4,792
Total students 25+
Total male
Number of countries our students come from:
84 in 2012/13
Number of venues we offer courses at:
74 in 2012/13
12,190
9,899
All ethnicities 2013-14
Any other
811 3%
Arab
1751%
799
Asian
11335%
Total FE full-time
4,176
Black
11585%
Total FE part-time
15,234
Total female
Total HE full-time
Total HE part-time
13,455
2,595
Apprenticeships
16-18 917
19-24 552
24+ 550
Number of UK citizens
Number of non UK citizens
Number from Bradford District
22,049
1,303
Chinese
460%
Gypsy/Irish Traveller
119 1%
Indian
5692%
Mixed Other
102 0%
Not known/not provided
131 1%
Pakistani
White
610726%
12837 55%
16,863
Strategic direction:
We will aim to build our intake of students from within
the Bradford District and Leeds City Region, as well
as from across the UK. We will continue to welcome
and build our intake of international students. We will
continue to value highly the diversity of students and
staff, and to ensure that equality and diversity are part
of everything we do.
The College Environment
3.2 Our Services
Further Education
Further Education at Bradford College is
thriving. We have increased our enrolments
over the last three years by 26%. We take
students aged 16 and over onto a very wide
range of courses (with our oldest students
currently in their 90s). We offer courses at the
following levels:
Entry Level 1, 2 or 3 Foundation Learning
Level 1 NVQ, BTEC Foundation Learning
• Distance and e-Learning
• Early Years
• Entry Pathways
• Engineering
• ESOL
• Film and Photography
• GCSEs
• Hairdressing
Level 2 NVQ, BTEC Level 2 Diploma,
Apprenticeship, Level 2 Access
• Health, Community and Social Care
Level 3 NVQ, BTEC Level 3 Diploma,
Extended Diploma, Apprenticeship,
Level 3 Access
• International Students’ courses
Level 3 AS/A Level Courses
We deliver Further Education courses in 14 of
the 15 sector subject areas, and the Higher
Education portfolio enables progression
routes from Pre-entry to Postgraduate level:
this is a real benefit to many of our students
who work towards higher qualifications.
• Hospitality and Catering
• Public Services
• Science and Mathematics
• Professional Part-time and short courses
• Sport, Exercise and Fitness
• Travel and Tourism
Our Further Education offer encompasses:
• Arts and Media
• Beauty Therapy
• Business and Enterprise
• Community Learning
• Computing and ICT
• Construction
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Bradford College Strategy 2015-2020
Our positive relationship with Bradford
JobCentrePlus has also led to high numbers
of referrals, with many students starting
with English language studies (ESOL) and
progressing to other courses, with a strong
focus on employability.
We benefit from an integrated working
relationship with City Training Services,
enabling the provision of a wide range
of highly successful apprenticeships and
other work and training opportunities. Our
apprenticeship success rates for diverse
age groups meet and exceed the national
average.
We offer a wide variety of learning for leisure
opportunities and community courses. We
run Further Education distance learning
courses and work-based learning, including
award-winning blended learning courses
for health professionals in Pharmacy and
Ophthalmology.
Strategic direction:
Our priorities include:
• Maintaining an
We will continue to grow
our Further Education offer. appropriate range and
choice of subjects.
• Ensuring the provision
of Entry Level courses
and clear progression
pathways, including into
Higher Education.
• Using systematic market
analysis and liaison with
employers to ensure the
best provision
• Promoting flexible access
to learning.
• Integrating and making
the best use of new
technology and the
teaching and learning
opportunities it provides.
The College Environment
Higher Education
With approximately 4,000 students
studying on over 150 full and parttime undergraduate, postgraduate and
professional courses, we are one of the
largest providers of Higher Education in
England outside of the university sector.
In 2015, our University Centre delivers
full and part-time undergraduate and
postgraduate courses validated by Edexcel,
Teesside University and Leeds Beckett
University which are complemented by
professional courses validated by some of
the world’s leading professional bodies.
We are proud to have been awarded the
highest judgement possible in a review of
our Higher Education provision in 2010 by
the Quality Assurance Agency, the body
responsible for academic quality and
standards in UK Higher Education.
Our Higher Education courses comprise
Level 4-6 Degree, Foundation Degree, HND,
Honours Degree, PGDip, and Masters.
We offer Higher Education courses in the
following subject areas:
Strategic direction:
Our priorities will be:
We will continue to
• To secure Taught
support employers and
Degree Awarding
individuals in meeting
Powers and realise the
their higher- level skills
benefits and potential
needs, and also to
this will bring for our
provide opportunities for
students, our academic
progression, widening
community and
participation and lifelong
employers.
learning for the local
• To safeguard academic
population and the
quality and standards.
national and international
• To respond flexibly
community.
to the changing
environment in which
Higher Education is
planned and delivered.
• Arts and Media
• Beauty Therapy and Hairdressing
• Business and Management
• Computing
• Construction
• Early Years, Health and Care
• Education Studies and CPD
• Engineering
• Film, Animation and Photography
• Hospitality
• Initial Teacher Education
• Law
• Ophthalmic Dispensing
• Public Services
• Social and Community Practice
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Bradford College Strategy 2015-2020
Other services
Customised training and accredited
college courses
We market apprenticeships and a range of
courses to business and industry, including
Apprenticeships Skills For Work (including
communication, literacy and numeracy).
There is a range of short and part-time
professional courses on offer at the College.
Distance learning
Distance learning courses enable students
from anywhere in England to study for
and gain, a nationally-recognised Further
Education qualification that is of value to
their work and to employers. The courses are
fully funded.
Conference and venue hire
There are facilities at the College for meeting
space, conference venues, art exhibitions and
sports facilities. Our buildings include venues
in 21st century and Victorian settings.
Catering and restaurant
Catering students assist with internal
catering services, and our restaurant serves
meals for the public and can be booked for
functions and events.
Low cost event and visitor
accommodation
Our Doris Birdsall Halls of Residence have 60
low-cost, wi-fi enabled en-suite bedrooms
designed as five, self-contained flats with
shared kitchen facilities.
Sports facilities and coaching
Our sports and fitness facilities include a large
sports hall, a sports and fitness testing suite; a
dedicated sport theory room; an aerobics and
dance studio complete with a fully sprung
wooden floor; a multi-use games area; two
basketball courts designed to Sport England
standard; three 5-a-side pitches and a full
size football pitch. These can be hired, and
we have professional coaches who can assist
with the management and delivery of events.
Hair and beauty services
We offer on-site stress busters, hair and nail
treatments, and make-up and hair for filming
and events. We have hair and beauty salons
at the College and in the city centre, and can
provide off-site services.
Arts and media services
Our staff and students can provide film,
photography and audio recording of
conferences and other events. Our arts and
culture team can source and sell original
artwork from our current and former staff
and students.
Bradford College Textile Archive
Our unique archive collections comprise
over 3,000 student workbooks dating from
the 1890s, and many thousands of industry
pattern books and local mill and trade
organisation records, a valuable record for
researchers, historians, artists and designers.
Strategic direction:
We will expand our
provision of customised
training and accredited
college courses. Some
50% of our provision
in this area is sciencerelated, but construction,
engineering and
English language are
also significant. Our
work overseas will be
an important part of
the expansion of our
commercial services. The
David Hockney Building will
re-position our restaurant,
catering and hair and
beauty services, making
them more accessible to
students, staff and the
public.
The College Environment
3.3 Our staff and skills
The skills, hard work and commitment of
the College’s capable staff ensure that
they support and underpin the successes of
all of our students – our staff are the heart
of the College.
We set high standards across the College
in all aspects of working life, supporting
each other in a fair and balanced way.
Our workforce is talented and motivated,
responding creatively to change.
Strategic direction
Throughout 2015-2020
we will continue to support
an increasing number
of staff with scholarly
activity, research and
continuing professional
development; all of which
will impact positively on
students. We will more
widely celebrate staff
achievement. We will
continue to benchmark
our working environment,
and review our terms,
conditions and policies
to ensure we maintain a
competitive advantage.
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Bradford College Strategy 2015-2020
3.4 Our structure
The College in 2015, as one of the
largest Colleges in the UK, has a layered
management structure, with different
numbers of management tiers in different
departments, and teams of varying size.
The College will be a significant and lead
member of a growing Bradford College
Group over the coming five years. In the
initial period of this strategy, the College
leadership structure will re-configure in order
to maximise effectiveness and efficiency
within the new group structure.
Strategic direction
We will ensure the highest
standards of governance
and leadership for the
College and the wider
Group, as well as an
effective and efficient
management structure.
The College Environment
3.5 Our systems
At the outset of this Strategy, the College is
revising and updating its business planning
systems using Lean Six Sigma. It will align
its processes and procedures to enable the
successful delivery of this primary Bradford
College Strategy.
Strategic direction
Processes of policy
development, business
planning, monitoring
and reporting will be
harmonised to fit within
the overall College
Strategy and timetable.
The systems will enable
short and long term
planning against
strategic goals, and an
identification of, and
response to, change and
new opportunities.
Through the period
2015-2020, the College
will contribute to Bradford
College Group planning
systems. Core College
systems such Human
Resources, IT, Marketing,
Finance, Property and
Estate Management will
become shared services
provided by the Bradford
College Group.
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Bradford College Strategy 2015-2020
3.6 Our estate
Our College estate has gone through
significant developments in the last five
years. New facilities, such as the Trinity Green
Building, have considerably enhanced the
environment and facilities we have on offer.
The David Hockney Building opened in
September 2014, and is another significant
step forward.
Strategic direction
We will continue to
develop our estate, either
through the upgrading of
our current building stock
or through new building
where appropriate and
feasible.
In particular, we will
establish a new building
for advanced STEM skills,
the Advanced Technology
Centre. Our main campus
will be more closely
clustered and, with the
closure of McMillan, will be
more centrally positioned
overall. We will optimise
use of Bolton Royd as
a strong community
base, and consider other
outlets and opportunities
where these help us
deliver our strategic
goals. Technology
and environmental
considerations will be
important factors in
any development of the
College estate.
The College will regularly
review the location
of Further Education
and Higher Education
provision across the
campus, balancing the
interests of all students
(FE and HE) and the
overall sustainability of
the College.
Over the next five years
we will aspire to be a
green College with a lower
carbon footprint. We will
achieve this through the
careful management of
our estates and through
campaigns and the
collective action of staff
and students.
The College
Bradford College a strong college
with a Environment
strong future
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2
Bradford College Strategy 2015-2020
How college
we developed
the strategy
Bradford College a strong
with a strong
future
4.
HOW WE
DEVELOPED
THE STRATEGY
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2
Bradford College Strategy 2015-2020
4. How we developed
the strategy
The strategy development was led at Executive level by Andy Welsh, Group Chief Operating Officer (becoming the
Group Chief Executive Officer in August 2014), supported by Ruth Wilson as project manager.
Through the development period, there were meetings of the Bradford College Executive and the College
Leadership Group. Research took place into policies and trends, and reports were made to the Executive and
Leadership Groups.
In February and March 2014, presentations
were given in the College on: local and
regional demographics; employment trends
and economic forecasts, and government
policy. These were run several times for
College Managers, and meetings were
held for staff, with slides made available to
everyone in the College. One of the policy
talks was given with the involvement of the
Director of the West Yorkshire Consortium
of Colleges.
CATS Colloquium
In December 2013 and January and
February 2014, the following meetings took
place. Some involved one-to-one interviews;
others were through participation in wider
meetings.
Leeds City Region
Roadmap to a More Innovative City Region:
City Region Consultation Meeting
E3 Launch Summit
Meeting with HEART
Meeting with West Yorkshire Consortium of
Colleges
Labour Market Intelligence Meeting, NIACE
Bradford Chamber of Commerce
Bradford Council - Education
Bradford College Education Trust
HEFCE Sustainability Event
Bradford Textiles Industry Meeting
How we developed the strategy
Meeting with Bradford Council, Economics
Meeting with Born in Bradford, major health
and education research project
Two meetings with City Training Services
Chamber of Commerce networking events
In April and May 2014 the Leadership Group
worked on establishing Key Performance
Indicators for the objectives, and the College
Corporation considered the draft strategy.
In May 2014, introductory sessions were
held across the College for staff and the
Students’ Union, and in late May a series of
meetings began with staff and Students’
Union, exploring each of the goals and
the underlying objectives and targets. The
Corporation approved a draft strategy for
external consultation, and this was placed
on our website in June 2014. We used
social media, the website, targeted email
and internal communications channels
to encourage students, staff and external
stakeholders to give feedback. All the
previous stakeholders (listed above) were
approached, as well as Bradford Councillors
and MPs.
At the same time, members of the
Executive and Leadership Group led a series
of meetings introducing and exploring
different aspects of the strategy – these
meetings were open to all members of staff
and the Students’ Union. The Students’
Union began a process of talking to
Union representatives and other students.
Feedback was used to help develop the final
strategy, with consultation continuing on the
more detailed implementation plan.
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Bradford College Strategy 2015-2020
Bradford College a strong college with a strong future
38 39
A: Bradford College
Great Horton Road
Bradford
West Yorkshire
BD7 1AY
T: 01274 433333
W:www.bradfordcollege.ac.uk
T: @bradfordcollege
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Or visit www.bradfordcollege.ac.uk/about/vision