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Contents
Foreword
Our Achievements
The Journey so far (2010-12)
10
12
Strategic Themes
14
16
To create an entrepreneurial
college that is student led
18
20
24
To ensure effective
stakeholder relationships
26
28
30
32
2013 Targets
Embedded Learning Companies
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Foreword
Our ambition is to be a
world class entrepreneurial
college, where we work
together to create wealth,
generate employment, and
transform futures
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NHC - Mission,
Vision, Values
Our Vision
To become nationally
recognised as the foremost
entrepreneurial college in
the UK
Our Mission
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Our Values
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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
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The Curriculum
Challenge
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Milestones/Outputs 2012-2013
1.1 Curriculum Governance
Description
Recruitment of students:
Enrolment
FE
HE
Adults
Community
3,600
250 full-time
700
2,000
Retention
Achievement
Student attendance
Priority skills
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The Strategic
Framework
for curriculum
project-based learning
flipped learning
assessment for learning
strategic tutoring and coaching
collaboration and Green Weeks
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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.
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Worl
d-class S
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& nda se
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te
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ance Driven
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Co
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llaborative
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Ec
ial Outlook
Ex
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Inspirational
e&
ssiv
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& Team Based
Pro alued
V
Self
Students
mmunity
Co
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Mind
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Learning
Com
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Em dded Te
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chn
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Financia
on ted
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ll y A
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Entrepr
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Ena
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erv
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Change futures
through learning
Entrepreneurial
World
drivers
Networked
World
Industrial
World
of Work
Business
Experience
Personal Enterprise
CoRPORATE Employment
Open Solution
Artisanal
world
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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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
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To ensure effective
stakeholder
relationships
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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.
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To develop the
expert student
Learning
Thinking
Living
Self
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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.
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MEASURE
HOW
LEADER IN LEARNING
Changing Futures
Through Learning
Student Lead
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.
ENTREPRENEURIAL ECOSYSTEM
Leadership, People
and Culture
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.
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OBJECTIVE
MEASURE
HOW
ENTREPRENEURIAL ECOSYSTEM
Business Enablers
Commission a new IT
strategy jointly with the
Gazelle Global Group.
Expert Student
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2013 targets
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Strategic
Objectives
Performance
Measures
How
Key features of
entrepreneurial college
curriculum, leadership,
enterprise evident
Embedding of Gazelle
concepts in all areas of
delivery
Overall effectiveness is
outstanding
Continued monitoring
and timely intervention on
quality of learning
Employers beginning
to promote their local
entrepreneurial college
Active recruitment of
employers into the strategic
advancement of learning
companies
Governor engagement
across the Gazelle Colleges
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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
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