- Responsible and accountable
- Supportive and caring
- Open and transparent
- Honest and reliable
- Professional and efficient
- Inclusive and welcoming
- To inspire and enable all students to meet their full potential through education and training of the highest quality.
- To meet the wider needs of the land-based sector by providing a skilled and enterprising workforce that positively contributes to society.
- To motivate and support a highly effective and skilled College team.
- To be an inclusive College where all feel safe, valued and respected.
- To ensure a sustainable financial and economic future for the College.
- To pursue and explore new opportunities to further enhance the student experience.
Operational Objectives 2015-2020
1.1 Year on year improvement in the quality of teaching, learning and assessment.
KPI 1.1.1 A minimum threshold of 93% good and outstanding in all teaching and learning.
KPI 1.1.2 Learner response surveys to demonstrate learner satisfaction at 90% or above by course.
KPI 1.1.3 Sharing good practice activities around key teaching and learning themes.
1.2 To continuously develop a curriculum which is responsive to the needs of all stakeholders and enables all learners to progress through educational levels and/or into appropriate level of employment.
KPI 1.2.1 All FE courses to perform at or above the internally set targets and support all learners to maintain a minimum threshold of positive progression of 90% at each level increasing to 93% by 2020.
KPI 1.2.2 Annually review the range, content and relevance of provision that provides learners with a choice of subjects, levels and qualifications that are relevant to their medium and long-term personal, career and/or employment goals.
KPI 1.2.3 To annually review and develop appropriate and high quality short courses and full cost provision and flexibly meet the needs of the industries that we support
1.3 To provide a comprehensive, personal and learning support mechanism to meet the needs of all learners that allows them to enjoy and benefit from their time at College.
KPI 1.3.1 To annually review the full range, choice and access to personal support through Group Tutorial and Enrichment Programmes in line with national priorities.
KPI 1.3.2 To meet the support needs of all learners ensuring that their success is at least as good as other groups of learners – narrowing the achievement gap year on year to be no greater than 3%.
KPI 1.3.3 To develop, implement and monitor learning support systems that enable all students to become “independent expert learners”.
1.4 To secure year on year improvements or maintain outstanding performance in success rates across all provision and against College targets.
KPI 1.4.1 All FE, HE and WBL courses to meet internal targets set for retention, achievement and success HE.
KPI 1.4.2 To ensure annual MLP in FE and WBL is 0%.
KPI 1.4.3 To annually the highest grades in all reviews/inspections carried out by external bodies.
1.5 To provide excellent and effective IAG, enabling all learners to progress into education, training or employment.
KPI 1.5.1 To deliver a 95% student response to surveys on progression and destination tracking resulting in a minimum 93% of known outcomes to be positive.
KPI 1.5.2 To have continually improved and enhanced IAG throughout the Learner Journey. 95% student satisfaction in quality of IAG received at pre-entry and on course.
KPI 1.5.3 For the College to return a minimum 75% conversion of applicants to interview stage and a further 75% of interviewed applicants to enrolment.
2.2 To promote the development of practical land-based skills to enhance core provision and enable high levels of employability.
KPI 2.2.1 All courses at Levels 1, 2 and 3 to have appropriate additional Learning Goals that meet the needs of employers, within funding constraints.
KPI 2.2.2 To ensure all teaching staff including assessors have appropriate and current industry related skills and expertise through appropriate staff development and placements.
KPI 2.2.3 To meet the needs of industry, all courses to have appropriate practical activities, work placements and sector specific input.
2.3 To encourage wider engagement with the land-based sector, through traditional and non-traditional routes, ensuring Hadlow College is the first choice for careers advice and guidance.
KPI 2.3.1 To increase student (90%) and community participation year on year in accessing careers advice and guidance through the development of a drop in centre available to the local and wider community.
KPI 2.3.2 To develop a cross county education provision targeting accessibility and government priority groups.
KPI 2.3.3 To create formulised pathways for foundation learners to maximise their potential and increase opportunities to work in supported employment.
2.4 To be the representative rural voice, promoting and supporting the sustainability and development of small land-based industries and identifying national and international needs and opportunities.
KPI 2.4.1 To create a portfolio of cottage and traditional skills courses for SMEs, meeting the wider economic context (new income generation and participation of £100,000 per annum, plus 50 students engaged).
KPI 2.4.2 To deliver the international programme of engagement including student participation, business generation and programme enrichment.
KPI 2.4.3 To develop the Rural Regeneration Centre into a hub for SMEs to meet business needs, enhance practise and promote students and employees of choice (75% occupancy, £200,000 in income generation).
2.5 To achieve high levels of community engagement by contributing to the local and wider community in an education and social context.
KPI 2.5.1 To continue to increase year on year student community engagement through increased participation in local and wider social community activities and events.
KPI 2.5.2 To have a College wide coordinated approach to community engagement that is regularly evaluated monitored and reported through faculty, course and ABC activity to ensure best fit with emerging themes.
KPI 2.5.3 To ensure the profile of our governors represents the local community for both educational and land based backgrounds.
3.1 To provide a framework and culture that promotes the development of all staff and governors to meet professional standards and personal aspirations, in line with the College’s Staff Development Strategy.
KPI 3.1.1 All staff delivering teaching and training to hold an appropriate teaching qualification within stipulated time frames and where appropriate gain Qualified Teacher Learning and Skills (QTLS) status within 5 years of qualifying.
KPI 3.1.2 All staff to be supported to develop literacy/numeracy skills to level 2 and to develop IT skills in line with requirements of job role.
KPI 3.1.3 All staff to be offered, as appropriate, the opportunity to gain additional professional qualifications with College support.
3.2 To develop a highly successful and effective leadership and management culture, through continuous development, which inspires, motivates and challenges all staff and governors.
KPI 3.2.1 All managers to participate in the appropriate leadership and management CPD programme.
KPI 3.2.2 100% of managers to carry out regular staff appraisals, setting smart targets linked to KPIs.
KPI 3.2.3 All questions relating to line management in the staff survey to produce a satisfactory result of 80% or above.
3.3 To develop a robust framework of performance management (including induction, probation, appraisal) that enables staff to fulfil their potential.
KPI 3.3.1 To up-skill and support managers to set challenging and meaningful targets throughout the organisation.
KPI 3.3.2 To train and support managers to address poor performance.
KPI 3.3.3 To have a rigorous induction and probation process to ensure all staff understand their role and responsibilities within the College.
3.4 To develop high quality systems which continuously improve and develop the College’s activities and support and underpin a learner centred culture and ethos.
KPI 3.4.1 All areas of the College to annually contribute to the Self-Assessment Report which is judgement rich and evidence based and ensure continuous quality improvement in an outstanding organisation.
KPI 3.4.2 All support areas to annually meet and exceed their service standards providing a high quality and learner focussed service.
KPI 3.4.3 All policies and procedures to be updated annually or more often if appropriate to reflect local, regional and national policy changes.
3.5 To value our staff, celebrate success and be the employer of choice within our community.
KPI 3.5.1 To reduce staff turnover to better than local, regional and national College benchmarks using annual AoC benchmarks.
KPI 3.5.2 To improve the areas identified in the staff survey that are 70% or below in levels of satisfaction.
KPI 3.5.3 Continue to review and assess the value of staff benefits on a regular basis introducing new and innovative benefits whenever possible.
4.1 To ensure that all College sites and activities are accessible to all stakeholders and comply with relevant legislation.
KPI 4.1.1 To undertake an annual review of DDA and SES compliance across the whole campus and sites and increase accessibility year on year.
KPI 4.1.2 To ensure all activities are EIA and all reasonable adjustments are made to ensure maximum % accessibility to all activities.
KPI 4.1.3 To comply with all government legislation guidance for SENDA/DDA requirements on all capital builds.
4.2 To ensure that the principles of safeguarding underpin everything that we do.
KPI 4.2.1 To review, develop and monitor the Residential Care Action Plan and government change on an annual basis to ensure that Hadlow College is fully compliant with the national minimum Care Standards.
KPI 4.2.2 To continue to raise the profile of safeguarding within the student body and monitor safeguarding incidents through the disciplinary and student bullying logs to ensure that there are no trends of bullying and that disciplinary logs show consistency of application and fair sanctions.
KPI 4.2.3 All staff and governors to be enhanced CRB checked upon recruitment and thereafter every 3 years and all staff and governors to be trained on Safeguarding in Induction with 3 yearly updates.
4.3 Creating a College community which embraces diversity in all areas of the organisation and proactively addresses the achievement gap.
KPI 4.3.1 To develop, implement and monitor the EDIMS on an annual basis in line with government recommendations and internal targets.
KPI 4.3.2 To develop, implement and monitor a teaching and learning strategy to ensure all lecturers are recognising diversity in the classroom and learner differentiation is observed in a minimum of 90% of lessons.
KPI 4.3.3 To ensure that retention, achievement and success for minority groups is within 5% of internal targets.
4.4 To develop a College environment which exceeds where possible health and safety legislation and requirements.
KPI 4.4.1 Continue to enhance the principles of Risk Management cascading throughout the organisation with centrally monitored risk assessments and protocols.
KPI 4.4.2 To exceed all health and safety requirements (including food hygiene and other related standards) through all aspects of College, student and commercial activities and achieve a grade of ‘good’ or above in Skills Funding Agency assessment.
KPI 4.4.3 To ensure a responsive critical incident procedure with an annual mock and simulated exercise in partnership with the local authority.
4.5 Creating a culture of respect and dignity which promotes self-esteem and confidence, enabling all staff and students to make a valued contribution.
KPI 4.5.1 To ensure all policies, plans, procedures and practices have been EIA and ensure all staff have received training on Equality and Diversity in the work place and are able to transfer their understanding to their daily working practices.
KPI 4.5.2 To review and monitor the implementation and effectiveness of the Student Bullying and Harassment Policy and the Student Disciplinary Policy on an annual basis to ensure that trends are identified and discrimination and bullying are addressed effectively.
KPI 4.5.3 To promote and monitor the principles of the core values embedding them in College life and evidenced through staff annual appraisals.
5.1 To maintain financial solvency through an appropriate income portfolio with targeted and sustainable growth.
KPI 5.1.1 To continue to move towards and sustain 40% FE: 25% HE: 35% commercial and other income turnover split annually.
KPI 5.1.2 To achieve growth each year of a minimum of 5% either through student numbers and funding or commercial income.
KPI 5.1.3 To maintain a minimum operational surplus of 3%.
5.2 To expand and diversify by identifying innovative commercial and educational land-based opportunities set against principles of risk management.
KPI 5.2.1 To consolidate the development of Greenwich Centres and the Betteshanger Scheme, expanding student numbers and commercial profits by 25% per annum.
KPI 5.2.2 To expand and maximise existing commercial business including profitability of 10% annually.
KPI 5.2.3 To sustain a model of growth, including the development of Sports Academies and responding to the need of the rural sector (growth: 100+ annually).
5.3 To ensure value for money in all we do.
KPI 5.3.1 Room utilisation to be maintained at 75% and all staff to be within 2% of contractual annualised hours.
KPI 5.3.2 To adopt a robust and sustainable procurement strategy, resulting in net savings annually of 3% non-pay executive (2.5% reduction in supply chain)
KPI 5.3.3 Maximise the return on student fees and funding meeting annual contracts and quality outcomes and attainment (gross profit margins with 50% minimum).
5.4 To develop the College’s resources through an effective investment strategy using the principles of sustainability, functionality and innovation.
KPI 5.4.1 To comply and achieve the College Sustainability Strategy, encompassing, finance, cultural, operational and new projects delivering all key milestones.
KPI 5.4.2 To achieve the completion of the 2015-2010 major Capital Projects Strategy, including the delivery of the Sports Hall and Student Union by 2016.
KPI 5.4.3 To continually enhance curriculum resources whilst retaining high standards in all facilities in line with e-mandate national audit (15% Cat C, Cat D).
6.1 All commercial projects and business to clearly engage with and create innovative curriculum development.
KPI 6.1.1 To ensure all commercial projects (both existing and new) have the minimum of one apprentice in each commercial area and to ensure links to employers.
KPI 6.1.2 To initiate an annual development p[programme to create new business clusters for staff and students involving new commercial units.
6.2 To explore and develop virtual delivery models for external learning into our communities.
KPI 6.2.1 To create in the community a new distinctive learning platform that provides accessible vocational and workforce delivery to new audiences.
6.3 To inform and support the priorities of stakeholders and identify overlap with the strategic aims of the College.
KPI 6.3.1 To target specific funds annually of 5% of turnover for student enhancement of experience.
KPI 6.3.2 To ensure presentation at local and regional level for all curriculum areas and business development priorities (BAC).
6.4 To proactively engage with the local community and to support them with specific projects that will involve students either socially or academically.
KPI 6.4.1 To create and grow a community engagement model (establishment of Community Board) that suppose full local businesses.
KPI 6.4.2 To deliver five community engagement projects annually – fully funded.
6.5 To create the Hadlow student brand as the definitive standard of excellence and service to business, community and stakeholders.
KPI 6.5.1 To ensure a definitive PR and student outline programme on an annual basis, promotion in all channels and media type.
KPI 6.5.2 To crease an international identify for Hadlow College education and student experience, creating new markets and initiatives.
KPI 6.5.3 Development of the alumni organisation and past/present students to critically evaluate performance and future opportunities.