Strategic Plan 2013-16

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North Hertfordshire College Strategic Plan

2013 - 2016
Strategic Plan 2.indd 1
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North Hertfordshire College Strategic Plan 2013 - 2016
We are all about developing and

engendering economic success for
the individual. Learning through
working, our students will improve
their work prospects and be the next
generation of entrepreneurs
20/11/2012 11:27
Contents
Foreword
NHC: Mission, Vision, Values
Our Achievements
The Journey so far (2010-12)
The Curriculum Challenge
10
The Strategic Framework

for curriculum
12
Strategic Themes
14
Change futures through learning
16
To create an entrepreneurial
college that is student led
18
To deliver the infrastructure that

will enable the business to achieve
its entrepreneurial college
ambitions
20
To create outstanding leadership

and a culture that promotes
enterprise and creativity
24
To ensure effective
stakeholder relationships
26
To develop the expert student
28
3 year Milestones to 2016
30
32
2013 Targets
Embedded Learning Companies
34
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Foreword
NHC: The Entrepreneurial College

Fintan Donohue - CEO North
Hertfordshire College and
Gazelle
Signe Sutherland - Principal
North Hertfordshire College
John Simmonds - Chair of

Governors (NHC)
Peter Wheatley - Students
Union Sabbatical President
(NHC)
Our ambition is to be a
world class entrepreneurial
college, where we work
together to create wealth,
generate employment, and
transform futures
4
20/11/2012 11:28

North Hertfordshire College has an ambition
to provide exceptional opportunities for all
of its students, communities, employers and
stakeholders. It recognised as early as 2009
that the changing landscape in terms of
funding and in terms of student expectation
and demand would significantly challenge
the traditional paradigm of a further
education college.
NHC also recognised that the transformation
of the college would require collaboration
with others who shared our vision for a
more entrepreneurial culture and college.
We set out to become a disruptive influence
in the sector and to create first mover
colleges that could get behind a shared
vision that would enable our colleges to
maximise the resources needed to realise
our ambition.
City College Norwich, Gateshead
College, New College Nottingham and
Warwickshire College were quick to find
common purpose with North Hertfordshire
College, and together the five colleges
and their boards of corporation agreed
to create Gazelle Global Limited to
underpin a shared strategy for longer
term transformation of our colleges.
Using resources earmarked for curriculum
development, technological improvement,
and workforce development in particular,
the five colleges committed to an
investment that would put them in the
vanguard of a movement to create
entrepreneurial colleges in the UK. The
power of many has therefore been
harnessed through effective collaborative
investment to benefit students across the
UK, with greater opportunities for them
to learn through this wider network.
If NHC were to continue to provide
traditional training and education on
the same basis as in previous years, we
would do our community a disservice
and indeed would be using scarce public
resources inappropriately. By becoming
an entrepreneurial college, we are
not, as some would suggest, focused
only upon business start-up or indeed
commercial interest.
An entrepreneurial college fosters
creativity, confidence, optimism, and
resilience in all its students. We will
create applied learning environments that will

take opportunity into communities and will
deliver the outputs that foster resilience in a
tough global economic climate.
North Hertfordshire College is at, or close
to, outstanding in overall effectiveness on
the basis of its current qualification and
success rate output figures. It must sustain
outstanding success, both in the traditional
qualification output and in the emerging
qualification output that will put greater
emphasis on experience and on a broader
skills base. Through Gazelle, the organisation
formed by our five colleges to transform
leadership, learning and outputs, we will
collectively develop our own qualifications.
We will form partnerships with awarding
bodies and employers nationally to enable us
to do so.
Our College and our workforce must create
employment, generate enterprise, and equip
students with the skills and attributes that
employers increasingly say are lacking in
the current college output. This means
investing our revenue very differently. We
have to combine resources across the
nineteen strong Gazelle Colleges Group
to deliver an experience that engenders
an entrepreneurial, commercially aware,
skilled individual, who will be an asset to the
community, employer and UK PLC.
We have to sacrifice some autonomy in
our own decision making at board level to
enable us to create the consensus needed
to drive a shared curriculum framework, a
single teaching academy and the common
technology platform that is needed to
change the student experience. That is
why the Gazelle movement which brings
entrepreneurs, community stakeholders,
college leaders, and investors together to
create a better future, is a key facet of this
strategic plan. By connecting regionally,
nationally and internationally, NHC believes
it can create opportunities for students
locally that cannot be sustained as a single
college entity in a purely local setting. This
plan therefore embraces collaboration at a
strategic level and it will change the nature
and scope of college learning beyond all
recognition over the next three years.
20/11/2012 11:28
NHC - Mission,
Vision, Values
Our Vision
To become nationally
recognised as the foremost
entrepreneurial college in
the UK
Our Mission
North Hertfordshire College is an

entrepreneurial college, where the ethos,
values and culture of students, tutors and
leaders is distinctively geared towards the
task of wealth creation, business formation
and growth and employment outcomes.
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Our Values
To achieve our vision and our mission, and establish

high performance linked to shared values, it is
essential that all employees are highly motivated.
To accomplish this:
1. Respect You recognise and value the
contribution of others
2. Accountable You take personal responsibility
for the success of the college
3. Inclusive You take account of the different
needs and aspirations of others
4. Entrepreneurial You are proactive and you
engage with innovation
5. Challenge You are confident to give your
opinion and open to receive the views of others
6. Empowering You take initiative and support
others to take initiative within agreed boundaries
7. Aspirational You are relentless in pursuit of
excellence
8. Safe You are alert to risks and proactive in the
security of others
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Our
achievements
The Journey So Far (2010-12)
As Leaders in Learning, we have
achieved Outstanding grades for leadership
and governance from Ofsted
been awarded the Gold Medal for the
most inspirational educational programme
attached to the London 2012 Olympic
Games
been recognised as Outstanding and
singled out as a best practice exemplar by
Ofsted and LSIS for student advocacy and
engagement
re-engineered our curriculum delivery model
and developed the workforce needed to
deliver a more entrepreneurial learning
environment
increased the success rates of students in
our community by 4%
provided opportunities for 350 students to
learn through learning companies, actively
employed by a range of organisations
supporting their vocational and
entrepreneurial development
trained over 1000 apprentices in the last
year, with 150 local businesses
employed students through Student Crew
carrying out over 15,000 hours over 18
months, with 100,000 investment from the
College
20/11/2012 11:28
In the development of our Entrepreneurial Ecosystem we have...

played a major role in the development of entrepreneurial
learning and enterprise in the UK through the creation of
Gazelle
increased our turnover by 8million
developed and implemented new roles in the College to coach
and support students with career planning, skills development
and running learning companies, preparing them for the world
of work
invested over 10,000 hours in the training and development of
experiential learning
engaged nineteen colleges in training and development on
behalf of Gazelle
allocated additional funds to support the development of
Gazelle and the entrepreneurial movement
set up five learning companies, with varying infrastructure and
contexts in and around the community
engendered a culture of ambition, pride and support for
students to achieve their potential and aspirations consistently
over a 3 year period
In driving a world-class service culture we have
established the college as a national leader in innovation and
enterprise across the FE sector
established a network of businesses that promote NHC as a
partner in their business growth and success
worked in partnership with local businesses, voluntary groups,
Job Centre Plus, and local authorities, supporting over 500
organisations enabling the vocational and entrepreneurial
development of over 5,000 local people
won the Pride of Stevenage Awards 2012 for the Shephall
Youth Drop-in Project
established Student Crew who have delivered over 15,000
hours of paid service to the college and community
achieved Investors in People Gold status
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The Curriculum
Challenge
Our challenge at NHC is to:

formulate and deliver an expanding range of excellent curriculum for Further and Higher Education,
training and Apprenticeship frameworks, in line with the needs of Hertfordshire and the East of
England, in supporting our regional economy.
develop and embed the use of learning technologies across the college curriculum, and deliver
Excellence for Industry, thereby enhancing and enriching the learning experience.
place students at the centre of all College initiatives.
complete the curriculum transformation programme to engage all students, both full-time and
part-time, by 2015.
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Milestones/Outputs 2012-2013
1.1 Curriculum Governance
Description
2012/13 Targets Performance Indicators
Recruitment of students:
Enrolment
Further Education (FE)

Higher Education (HE)
Essential Skills (ES)
FE
HE
Adults
Community
3,600
250 full-time
700
2,000
Learner Responsive 16-18 12.5m

16-18 Apprenticeship 3.35m
Learner Responsive Adult 5.2m
Employer Responsive 4.3m
Employer Responsive
Apprenticeship framework targets:

to expand college provision to 2m
to grow provision 16-19 to 2.8m
to grow adult provision by 2%
450 new starts in 12/13
Success targets:
Overall success rates to be 87%, with Long Programme
success rates at 85%, with performance at levels 1, 2 and 3
each within the top quartile.
Employment training:
to increase employment outcomes by 3%
to reduce reliance on subcontractors by 10%
Retention
Average of 91% across all long programmes for 11/12, to

target a further 1% improvement for 12/13
Achievement
Average of 94% across all long programmes for 11/12, to

target a further 1% improvement for 12/13
Overall Apprenticeship success rates to be 77% for 12/13
Student attendance
91% average from electronic registers, to target a further 1%

improvement or 12/13
Staff attendance impact
Less than 5% annualised sickness, a 1% reduction
Academic deployment efficiency
99% deployment on annualised hours
Priority skills
Increase enrolments in priority skills areas to 26% for FE

funded provision
Percentage allocated of part-time staff costs

spent to date (% allocation)
Budget variance of 3% on monthly allocated budget

resource
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The Strategic
Framework
for curriculum
1.2 Further Education

Demonstrate that entrepreneurship has been embedded in each discrete curriculum area, through the
use of innovative projects, supported by the curriculum transformation group
Use international staff, student and knowledge exchange to inform new and innovative approaches to
teaching, leaning and the wider student experience
An eWeek involving all full-time students
Green weeks will further develop cross-curricular, collaborative projects with at least one per curriculum
area
Business languages will be developed to support the entrepreneurial curriculum
Programmes of study will maximise the knowledge, skill and attitudinal development of all 16-19 students
All students will study towards achieving GCSE Maths and English at grade C or above. The new model
will be extended to cover all full-time programmes. Core teaching and learning components will include:
project-based learning
flipped learning
assessment for learning
strategic tutoring and coaching
collaboration and Green Weeks
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1.3 Employer Responsive

Launch higher level Apprenticeships in three priority curriculum areas with industry partners
Develop civic engagement strategies for Hitchin, Letchworth and Stevenage, that improve and expand
the college engagement and support for business
Ensure job outcomes on programmes for the unemployed achieve 45%
Embed entrepreneurial thinking into all Apprenticeships
Full cost work through professional development programmes to generate 200k of income
Develop and deliver adult enterprise training through the Ice House programme and adult enterprise
Develop a pre-incubator for adults and young people
Given current performance data, the Level 1 and Level 2 achievement rates are outstanding and need to
be maintained over the course of the plan. A 3% improvement in Level 3 success rates would place the
performance of this cohort firmly within the top quartile
Continue to develop international links with appropriate training providers
1.4 Higher Education

Ensure all curriculum areas have a Higher Education provision that supports the progression of 20% of
our own Level 3 students
Higher Education programmes meet the needs of students and are:
- responsive
- high quality
- accessible
- flexible
Develop conversion opportunities for HNC/D to full degrees, with University partners and Pearson
Satisfy the quality assurance requirements of the QAA Guidelines for entrepreneurship within all Higher
Education provision
Grow Higher Education to meet the needs of employers via four new higher Apprenticeships
1.5 E-Learning Services

3D learning to be used as the primary learning design, delivery, and support tool for all courses
E-Portfolios to be effectively used on all Apprenticeship programmes
Set up a media streaming service to enable webcasting, podcasting, and web seminars
Launch eWeek as a yearly event
All full-time courses can demonstrate good use of the flipped classroom to support knowledge transfer
Develop an online training programme for tutors
1.6 Data and Technical Services

To ensure effective delivery of Data and Technical Services to support the curriculum staff and students
Education Performance Solutions has 15 college customers
The data warehouse fully supports Ofsted readiness
Data is embedded into quality and performance systems via course review, PDR, lesson observation, and
eILP
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The NHC
strategic themes
In 2009 NHC adapted the strategic thinking
of SAIT Polytechnic in Canada to create its
own version of their excellent strategy linked
to three distinctive schemes. The thematic
approach which links key change projects to
three strategic themes has served NHC well.
The forecasts for the UK economy are tracked
and updated using the average of fourteen
different forecasters in the HM Treasury
quarterly publication. Using the May 2012
forecast scenarios, we can conclude that:
All major economic indicators for the UK
continue to signal a period of low, if any,
growth over the strategic plan period.
It is anticipated that there will be an increase

in low set-up cost businesses, such as hair
and beauty, where the dependents on capital
funding and bank loans is at a minimum.
The College is looking at consortiums such as
Gazelle Local to provide guidance and seed
capital to students for small business startups.
Against this economic backdrop, NHC
will need to maximise the use of its asset
base, increase its productivity, diversify its
curriculum offer, embrace technology, and
look to international markets for new growth
and profitability.
Although figures show the labour market is

growing (nationally up by 100,000 new jobs
in the third quarter of 2012), this reflects a
change in labour profile rather than newly
created jobs.
Quantitative easing is still showing
little effect on monies available to small
businesses.
The share of GDP taken by public sector debt
interest payments increased to 3.1% in 201112, unchanged from the previous year, but up
from 2.2% in 2009-10, reflecting increases in
the stock of debt. This is still below the peak
of up to 3.6% seen in the mid-1990s when
interest rates were significantly higher than
now. This restricts the governments ability
to stimulate the economy, as any increase in
the cost of Government borrowing for the UK
would be damaging to the economy.
The reduction in capital expenditure has
been felt in the FE sector and has caused
a diversion of funds to essential capital
projects. NHC has been able to lessen these
effects by supplementing its income with
anticipated profits from learning companies.
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Change futures
through learning
Entrepreneurial
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CoRPORATE Employment
Open Solution
Artisanal
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Proprietary Products
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Strategic Aim 1
NHC will continue to change curriculum delivery and pedagogy because we
care about the future employment prospects of our students. In collaboration
with the Gazelle Colleges Group, we will research and innovate in teaching
and learning practice, ensuring our students undertake learning that provides
qualification success that matches their employment ambition.
We will create new futures for our students by enabling them to participate
in Gazelle activity that would not generally be available to students and
other colleges. This will take the form of significant engagement in social
enterprise activity, such as the Pants to Poverty initiative, and will provide
student engagement in high profile entrepreneurial learning events and
festivals sponsored and developed by Gazelle going forward.
Our curriculum offer will remain agile, with multiple enrolment points,
opportunities for increasingly sophisticated use of technology, and
embedded expert student skills. We will enhance our curriculum with
new teaching and learning approaches as well as changes to curriculum
structures and content, and at all times we will maximise opportunities to
engage students in helping us shape the learning environment and learning
methodologies.
The future for our students is characterised by the different employment
worlds illustrated in the diagram on the left.
The world of employment and self-employment requires, in addition
to excellent skills; commercial understanding, enterprise and resilience.
These attributes cannot be developed successfully in a traditional learning
environment, where pedagogy is focused largely on knowledge and skill
with a single teacher at its core. NHC needs to create real employment
for its students where they can gain the commercial experience that is
no longer readily available through more traditional work experience
schemes or even part-time employment. Learning Companies supporting
a common curriculum model across our five Gazelle Colleges will provide
the infrastructure to support the employment and self-employment
ambition of our students. We could not create such an infrastructure
as a single college but by combining our resources and those of the
wider Gazelle Colleges Group and local employers we can build learning
companies with the qualification link needed to create the expert student
that industry requires.
Every aspect of our learning system must be aligned to the preparation
of our students as destination aware entrepreneurs, with the 21st century
skills needed to compete and be successful in these four worlds of
employment. Entrepreneurial, in the Gazelle definition, means being
able to add value to the employer/business, building social enterprise,
supporting succession planning in small business, and starting your own
enterprise. By providing our local employers with a strategic role in the
design of our learning companies and curriculum, we will create students
with the mindset, skills and attributes that business is seeking.
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To create an
entrepreneurial
college that is
student led
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Strategic Aim 2
Students will have the unique network
Gazelle provides to create opportunities
and exchanges that do not exist anywhere
else in the Further Education system. By
sharing resources across nineteen colleges,
we can provide access to great festivals
such as Sheffield MADE Entrepreneurial
Festival, social enterprise competitions,
events organised by leading innovators
such as Start Up Britain, and a host of
other organisations. We will create a
student commercial company across
the Gazelle Colleges to organise and
maximise these networking and learning
opportunities for our students.
The five founder Gazelle College, and
eventually the wider Gazelle Colleges
Group, will create a network for the
President and Student Union Executive
that will enable them to become a voice for
employment, enterprise and opportunity in
the sector. We will enable them to combine
their resources where they wish to, to
create great events and advisory services
for students in Gazelle Colleges.
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work pathways
To deliver the
infrastructure that
will enable the
business to achieve
its entrepreneurial
college ambitions
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Learning Company
In-Company Innovation
Work Placement
Student crew
Internship
Alumni mentoring
business start up
APPRENTICE
iNTERNATIONAL AND LOCAL EXCHANGE
Strategic Aim 3
NHC needs an architecture that will support all aspects of its learning vision. The infrastructure
must enable students to access affordable learning in a range of forms and locations. It must
also provide an agile, sustainable framework for NHC to grow with the financial agility that can
support the innovation created through a Gazelle convergence strategy across the five founder
colleges. An organisation development strategy signed up to by all five Gazelle College Boards
will necessitate some loss of autonomy in decision making at local college level in return for
consensus on shared strategy. The key infrastructure elements that will enable the colleges to
succeed over the next 3 years include:
a. Technology
Implement a single technology platform for the five and possibly extended group of Gazelle
Colleges.
The Gazelle Colleges Groups most significant investment in 2013 will be in the communication
platform that will enable much of the excellent work that is evident in Gazelle Colleges to be
profiled across all forms of social media. We will learn from this development and we will use it
to draw interest and contribution from employers, communities and individuals locally. We will
also use the development to support the networking aspirations we have for our students and
staff across the Gazelle Colleges Group network.
Our five foundation Gazelle Colleges and possibly members of the Gazelle Colleges Group will
need a common platform to deliver shared pedagogy, e-products, and to reach new markets
for entrepreneurial education. As part of a whole organisation development strategy, the five
colleges will form a working team to explore the creation of a single organisation able to deliver
exceptional service to our local internal and external customer base.
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b. Financial Agility
The funding environment in which NHC
operates is, and will continue to be, in a
state of constant change. Government
sourced funding will progressively shrink,
with a growing expectation of delivering
more for less. This will result in NHC needing
to continually improve the efficiency of its
delivery methods and reduce the cost of
its infrastructure. As well as less reliance
on funded programmes, a diversification of
income streams away from traditional learning
based sources will become the norm for
NHC. The shared use of physical and human
resources to secure both commercial and
educational revenues will be essential in
securing future financial stability.
Learning will need to be designed and
structured in a way that is flexible and
adaptable, allowing it to be delivered using
multiple income sources within the same
cohorts.
Service areas, where practicable, will need
to become commercially driven learning
companies, delivering not only the service to
the college, but to others, such as schools and
local SMEs. By increasing the utilisation of the
service teams, the net cost to the college will
reduce over time as the commercial income
subsidises its own needs.
The college, as detailed below, is embarking
on an extensive estates capital programme,
which is also separately set out in its property
masterplan. The programme requires the
college to borrow up to 10million, repayable
over ten years. It is intended to leave the
College with cash working capital reserves
equivalent to 60 days expenditure.
The political and economic context referred to
earlier in this plan provides a very challenging
backdrop for the future. Servicing significant
loan interest while taking on an expansion
of our property portfolio requires higher
income levels over the three years of the plan.
We know that growth in full-time student
numbers will prove very difficult. We are
therefore seeking to diversify our income
and we expect to grow significantly in new
markets, including expansion in both Higher
Education and Studio Schools. The creation of
a Gazelle Commercial and the not-for-profit
Gazelle Foundation will provide a significant
opportunity for NHC to expand the market
for key products it has already developed e.g.

Education Performance Solutions, Fit4FE,
Shine Valeting etc. Gazelle Foundation will
extend the influence and reputation of the five
colleges nationally and internationally. We will
use this development to position ourselves
appropriately with Gazelle partner colleges
in new markets. We will also expect as one of
the five founder colleges to begin receiving
income from Gazelle Commercial by 2014.
c. Learning Companies
Entrepreneurial Colleges are not just
in the business of learning, they are
learning businesses, living the principles
of entrepreneurship in everything they do.
NHC aim to lead and support a learning
community through the emergence of
learning companies, enabling learners to
learn through work. This can only be made
possible in any scalable form through shared
Gazelle investment. Learning Companies will
be the underpinning distinctive feature of our
Gazelle entrepreneurial college, creating a
commerciality in learning that will transform
student mind-set and ambition. Employer
ownership and the strategic engagement of
employers in college development will be at
the centre of this development. The strategy
is shared with the five investing Gazelle Global
Colleges and it is probable that the other
Gazelle colleges will share investment in that
development.
d. Physical Learning Environments
Active learning and collaborative ventures are
not easily created and delivered in traditional
classrooms, workshops or libraries. We will
continue therefore in our most ambitious
property development strategy ever to
transform learning environments. We will use
the Studio School development at Letchworth
Garden City to create a vibrant creative
enterprise campus. The campus will enjoy the
support of employers and communities who
are already engaged in its design through the
Letchworth Heritage Foundation. A 9million
redevelopment of the Hitchin Campus will
create the learning environment needed
to support the activity of our Learning
Companies and social enterprise ambitions.
The roll out of Gazelle innovation strategy
through STEM Centres, Innotech Centres,
Sustainability Centres and a Media Lab will
bring new curriculum into the heart of our
buildings.
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To create
outstanding
leadership
and a culture
that promotes
enterprise and
creativity
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Strategic Aim 4
The five founder Gazelle Colleges are
co-creating a leadership programme with
Babson College, the foremost college in the
world for entrepreneurial pedagogy. The
programme is linked to the creation of an
entrepreneurial college. It brings the leaders
of the Gazelle Colleges Group together in
thought and action. We are hopeful that
an element will include the engagement
of presidents of community colleges in
USA by the end of 2013. The architecture
of the entrepreneurial college has been
defined in the Gazelle Futures report and
the leadership characteristics that underpin
it include empathy, entrepreneurial

resilience, innovation and collaboration.
Our governance and our management will
benefit hugely from a model of leadership
development that will bring leaders from
a number of colleges together on a single
programme over the next three years. The
programme is designed to support an
expedition/journey that acknowledges the
fact that we need to experiment and learn
with and from entrepreneurs, other college
leaders and employers.
25
20/11/2012 11:28
To ensure effective
stakeholder
relationships
26
20/11/2012 11:28
Strategic Aim 5
In the collaborative world that we will operate
in we will need to build the confidence of local,
national and international stakeholders. At local
level we will use the Gazelle Local development
to build unprecedented support from employers
and entrepreneurs for the creation of their local
recognisable entrepreneurial college. Employers
will be given a much greater strategic role in the
development of our learning companies and we
will realign our governance structure to support
this. Civic engagement at local level will focus
upon our contribution to the local economy,
employment and to those in most need within
our community. We will deploy students with the
right skills and attitudes to add value directly to
the community through social enterprises and
through a greater readiness to increase value to
local companies and employers.
At national level our four core Gazelle partners
will expect to see North Hertfordshire College
engaged in an agenda which brings our five
colleges closer together in culture, values
and strategic output. We will demonstrate
a commitment to a shared curriculum, a
shared workforce, a shared talent pool, shared
technology, and shared student networks. This
will be the hallmark of a strategy that has the
potential to increase the value of our college to
students, employers, and communities on an
exceptional scale.
At international level our engagement with
Babson College as a global partner will create
new opportunity for North Hertfordshire College
and its four Gazelle partners. The Gazelle
Colleges have exceptional reach internationally.
We will seek to learn from these colleges and we
will work with them to develop our international
strategy over the next three years that will
enhance our reputation.
27
20/11/2012 11:28
To develop the
expert student
Learning
Open communication and challenge

Optimises own learning
Organise work and prioritise
E-capable and data literate
Set personal learning goals
Monitor own progress
Thinking
Living
Self
Creativity, inquiry and experimentation

Destination driven
Entrepreneurial in outlook
Determined and informed risk taker
Critical thinker and problem solver
Calm under pressure
Resilient and willing to persevere

Team worker and team leader
Positive and constructive contributor
Flexible and adaptable
Willing to listen before acting
Able to work with senior staff
Intrinsically motivated and ambitious

Self efficacy and self-starter
Knowing themselves
Social skills and confidence
Goal-directed
Able to work with diversity
28
20/11/2012 11:28
Strategic Aim 6
We recognise our students will work in an economy driven
by knowledge and enterprise, where diverse workplaces and
communities hinge on collaborative relationships and social
networking. They will live in a society facing complex business,
technological, and environmental challenges. The ingenuity,
agility, and skills of our students are crucial to the UK and their
own competitiveness. Every aspect of our education system and
associated student experience will be aligned to the preparation
of our students as destination aware entrepreneurs, with the 21st
century skills they need to compete and be successful in the
modern world.
In order to create an expert student we have recognised the need
for fundamental change in the way we teach, in the way we deliver
the curriculum, in our approach to leadership, in our strategic
approach to technology, and in our shared resourcing and visioning
with Gazelle colleges. The Enterprising Futures publication sets
out what is needed and underpins our strategy for creating a new
output.
A student becomes an expert student by developing the
knowledge of their core academic subjects, an entrepreneurial
perspective and the skills and expertise needed to succeed in
work and life such as teamwork, communication and collaboration.
Students will also need to develop expertise in Maths and English,
along with a sound understanding and knowledge of a range of
employability themes. These skills will need to be contextualised
or mapped to different notional levels so that students can have
a clear idea of the outcomes associated with developing expert
learning skills.
29
20/11/2012 11:28
Three year key

milestones to 2016
OBJECTIVE
MEASURE
HOW
100% of courses in Entrepreneurial Learning System.
We will implement a new

framework and structure
fit for purpose with new
processes and legal
specifications.
LEADER IN LEARNING
Changing Futures
Through Learning
Student learning experiences blended with live work

opportunities within learning companies
Employers actively target and recruit students from
NHC, recognising the commercial value of their broader
entrepreneurial education.
Through Gazelle, NHC

influence the shaping of
education and sustainable
Learning Companies operating are self-sustaining,
funding for training of
meeting annual profit and return on investment targets for students, for improved
sustainability.
work prospects for
individuals and community
Through Gazelle, NHC influence the shaping of education
economic regeneration.
and sustainable funding for training of students, for
New programmes and qualifications designed and
available throughout NHC.
improved work prospects for individuals and community

economic regeneration.
Student Lead
All NHC students achieve their qualification aims to their

full potential. Success of learners is measured both in
qualification achievement and direct progression to their
chosen work or further study.
The Expert Student Skills skills associated with T shaped
learning are systematically captured and celebrated
by the college, supporting NHC students to achieve
progression to their choice of next destination - whether
work and/or study.
NHC Alumni recognised as preferred choice recruits by
employers.
100% of students would recommend NHC.
Curriculum transformation, fit for the future, not classroom
based, empowered students able to define ways of
learning that best meet their needs.
Success assessed through accumulated achievements
are seen as only part of the outcomes. Jobs achieved
and employer delight in skilled student work force of the
future all powered by Gazelle innovation.
The continued
implementation of the six
week cycle and RAG rating
of all full-time students is
the key method by which
this will be achieved.
Will be launched in
December to all past
students through an online
portal.
New metrics for ensuring

effective programmes in
the new model continue to
deliver outstanding.
ENTREPRENEURIAL ECOSYSTEM
Leadership, People
and Culture
Be the employer of choice, regionally and nationally in the

FE sector.
Expand and enhance our

engagement with IIP Gold.
NHC will do well with its entry to The Times Top 100 Best
Public Sector employers.
Seek recognition through the Queens Award for Industry.
Joint Gazelle/Babson programme well established as
the preferred route for senior managers in FE to develop
leadership skills.
Start to prepare
applications to key awards.
NHC have embedded practices for staff and students to

experiment, take risks and learn from failure.
30
Initial Teacher Training programme designed by NHC/

Gazelle is delivered flexibly, including online accessibility,
in the entrepreneurial style to over 500 staff a year.
Working with the Gazelle

Colleges Group to train ten
tutors to deliver this across
the five colleges.
20/11/2012 11:28
OBJECTIVE
MEASURE
HOW
ENTREPRENEURIAL ECOSYSTEM
Business Enablers
Ensure financial sustainability through investment for

growth.
Ensure an annual surplus of 5% of annual turnover,
enabling investment in new curriculum delivery and design
to meet established demand.
Existing financial budget

review mechanisms deliver
a strong outcome for NHC.
A technology infrastructure is in place that promotes

student-led learning and provides financial return on
investment. Proprietary systems are franchised or sold
to the education sector, including 3D learning, meeting
annual income growth targets.
Commission a new IT
strategy jointly with the
Gazelle Global Group.
Diversify income sources and realign the offer regularly.

NHC gains national and international recognition for
expert preparation of students for the world of work,
providing an income stream for NHC to enable further
growth and experiential learning, through sharing of best
practice with others.
New business plans by

academies measured
against LMI data for the
region.
A range of NHC business and learning company services

provide targeted income growth, reducing reliance on
government funding year on year.
Learning companies and other ventures are fully
operational to provide opportunities for learning through
work for all learners, with annual income growth targets.
Ensure the value for money of service infrastructure
through return on investment.
Ensure all College services achieve a minimum annual
contribution rate.
Commercial posts well established and delivering key
outcomes to support the Entrepreneurial Learning System
and income targets.
Guidance and support for

these new posts given
flexibility to ensure they
can maximise opportunities
on behalf of NHC.
WORLD-CLASS SERVICE CULTURE

Stakeholder
Relationships
Expert Student
NHC is the partner of choice for public sector and private

sector organisations in the region for education and
support services, expertise and know how.
Student Crew provides greater opportunities for students
to earn as they learn, year on year, to targets.
Expands by 10% year on

year.
Community Crew established to provide online and

physical forums for sharing best practice, resource,
fundraising and volunteering.
Using existing systems,

but new markets securing
3,000 hours for Student
Crew.
NHC achieves measurable outcomes in terms of wealth

creation and business formation by alumni.
Alumni actively contribute to the development of learning
programmes and job opportunities for new students.
Learning Coaches empowering students to take on
greater responsibility for their learning. Improved learning
reflected in success rates, which continue to be in the
top 10% nationally with high grades and value added
measures, reflecting the outstanding progress achieved by
NHC students.
Alumni forums established

and linked with Gazelle
Local volunteers.
Awarding bodies offering Applied Qualifications, endorsed NHC leading new

by employers and celebrating the T-shaped skills that NHC qualification design with
our partner of choice.
students develop.
31
20/11/2012 11:28
2013 targets
32
20/11/2012 11:28
Strategic
Objectives
Performance
Measures
How
Generate an operating surplus 600,000 surplus generated

of 600,000 while also
investing strongly into new
income streams
Greater diversity of income
Expand the new

Entrepreneurial Learning
System to cover over 35% of
full-time curriculum
New team creation and

development
35% curriculum in new model
Build a leadership programme Module 1 completed and

with Babson College with over impacting on the College
20 UK participating colleges
Thoughts and practice

from programme built into
leadership training
Use social enterprise and

student empowerment as the
key vehicles for community
engagement and improved
impact on community
perception of NHC
Social enterprise ventures

launched in Stevenage,
Hitchin, Letchworth
Through Student Crew

expansion and embedded
learning
Use Gazelle to resource our

journey towards recognisable
entrepreneurial college status
Key features of
entrepreneurial college
curriculum, leadership,
enterprise evident
Embedding of Gazelle
concepts in all areas of
delivery
Deliver a wide range of

property outcomes that will
support our recruitment and
deliver targets for the next
decade
Property projects delivered on Masterplan approved and

time
being implemented
Further strengthen student

empowerment through a
proactive strategy around
democracy and participation
Students from under

represented areas of college
engaged in keys aspects of
college life
Students company formed

with Gazelle colleges
to advance student
participation
Enable governors to engage

more systematically with
strategy through additions to
the opportunity presented by
board meetings
Governors indicate increased

confidence in understanding
of strategy
Through direct feedback in

governor only sessions and
other forums
Act on the biggest 1:1

survey undertaken with the
workforce to deliver greater
work/life balance and further
empowerment of staff
Staff in sample survey 2013

Sample survey results
indicate increased satisfaction
levels
Deliver the highest possible

success rates for students
Overall effectiveness is
outstanding
Continued monitoring
and timely intervention on
quality of learning
Gazelle Local has increased

strategic engagement of
employers in shaping college
future
Employers beginning
to promote their local
entrepreneurial college
Active recruitment of
employers into the strategic
advancement of learning
companies
Deliver a succession plan that

sustains NHC for a positive
future.
Talent drawn from across

Gazelle Colleges
Governor engagement
across the Gazelle Colleges
33
20/11/2012 11:28
Embedded
Learning Companies
Embedded
Lifestyle
Appreciate + value every level of achievement
One College
One Community
One Voice
personalised success
Solicitor
Accountants
Bars
Nightclub
Retail
College as
the hub
Restaurant
Leisure,
Gym,
Swimming
pool
Council
Hotel
Hairdresser
Opens up horizons
- transferable skills
Department
Store (with a
Travel
Beauty Salon
restaurant)
Coffee bar
34
20/11/2012 11:29
20/11/2012 11:29
For further information, please contact us.

t: 01462 424242
www.nhc.ac.uk
f: www.facebook.com/NorthHertsCollege
t: @N_HertsCollege
20/11/2012 11:29

Strategic Plan 2013-16

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North Hertfordshire College Strategic Plan

North Hertfordshire College Strategic Plan 2013 - 2016

We are all about developing and

Strategic Plan 2.indd 2

North Hertfordshire College Strategic Plan 2013 - 2016

NHC: Mission, Vision, Values

The Curriculum Challenge

The Strategic Framework

Change futures through learning

To deliver the infrastructure that

To create outstanding leadership

To develop the expert student

3 year Milestones to 2016

Strategic Plan 2.indd 3

North Hertfordshire College Strategic Plan 2013 - 2016

NHC: The Entrepreneurial College

John Simmonds - Chair of

Strategic Plan 2.indd 4

North Hertfordshire College Strategic Plan 2013 - 2016

create applied learning environments that will

Strategic Plan 2.indd 5

North Hertfordshire College Strategic Plan 2013 - 2016

North Hertfordshire College is an

Strategic Plan 2.indd 6

North Hertfordshire College Strategic Plan 2013 - 2016

To achieve our vision and our mission, and establish

Strategic Plan 2.indd 7

North Hertfordshire College Strategic Plan 2013 - 2016

Strategic Plan 2.indd 8

North Hertfordshire College Strategic Plan 2013 - 2016

In the development of our Entrepreneurial Ecosystem we have...

Strategic Plan 2.indd 9

North Hertfordshire College Strategic Plan 2013 - 2016

Our challenge at NHC is to:

Strategic Plan 2.indd 10

North Hertfordshire College Strategic Plan 2013 - 2016

2012/13 Targets Performance Indicators

Further Education (FE)

Learner Responsive 16-18 12.5m

Apprenticeship framework targets:

Average of 91% across all long programmes for 11/12, to

Average of 94% across all long programmes for 11/12, to

91% average from electronic registers, to target a further 1%

Staff attendance impact

Less than 5% annualised sickness, a 1% reduction

Academic deployment efficiency

99% deployment on annualised hours

Increase enrolments in priority skills areas to 26% for FE

Percentage allocated of part-time staff costs

Budget variance of 3% on monthly allocated budget

Strategic Plan 2.indd 11

North Hertfordshire College Strategic Plan 2013 - 2016

1.2 Further Education

Strategic Plan 2.indd 12

North Hertfordshire College Strategic Plan 2013 - 2016

1.3 Employer Responsive

1.4 Higher Education

1.5 E-Learning Services

1.6 Data and Technical Services

Strategic Plan 2.indd 13

North Hertfordshire College Strategic Plan 2013 - 2016

It is anticipated that there will be an increase

Although figures show the labour market is