Strategic Enablers

Our Strategic Enablers are the core foundations of our capabilities and capacities, and we consider each one critical to the realisation of our vision and Strategic Goals.

Whilst each enabler is embedded into our ways of working and competencies, we remain deeply committed to protecting our progress, continuing their improvement, and embedding innovation.

This is particularly the case as we advance their depth, breadth and maturity within and across our organisation.

1

People and culture

Between 2016 and 2024, we have nurtured a special organisational culture that embodies our values and one which we are truly proud of. We know our people are brilliant; their limitless potential is evident in our multi-year achievements and the transformational progress we have collectively accomplished.

Nurturing a consistent high-performance culture where we all make a positive contribution remains our priority. It is why we will deepen our values-based work and continue to engage with, invest in and empower our people to reach their full potential. We will recognise their individual and collective contributions; prioritise well managed teams where wellbeing, belonging and constructive dialogue is the norm; and strive daily to be more considered in the actions we take and the choices we make.
2

Finance and funding

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Between 2016 and 2024 we have transformed our finances, however there is much more to do. We are very clear; financial strength is about protecting our college group from the financial effects of external economic uncertainty. We will do this by planning for and navigating those funding pressures, undertaking rigorous financial sensitivity and risk analysis, maintaining our sustainability, growing, reinvesting, and realising our strategy.

Progressing forward we will deliver existing plans to diversify our income streams, enhance operational effectiveness and efficiency, improve financial contributions and profitability, reduce wasteful expenditure, and deploy our resources to further our purpose. Continuing to enhance our model of robust financial planning and analysis, we will deliver comprehensive financial planning for continued improved financial results.

3

Physical infrastructure

Between 2016 and 2024 we have successfully delivered the most ambitious infrastructure investment programme in the history of our college group. However, there is more to do as the continued pursuit of high-quality infrastructure is critical to the achievement of our strategic goals.

We will continue to prioritise modern, efficient, and inspiring learning and working environments to enhance the student and staff experience. Key to this will be our continued focus on information technology, estates master planning, space optimisation, asset monitoring and maintenance, and the completion of existing complex estates and IT projects.

4

Systems and processes

Between 2019 to 2024, we have prioritised smarter working, making significant progress in simplifying, connecting, and automating our systems, services, processes, and workflows. Moving forward we still have work to do to achieve true flexibility and adaptability. Strengthening our digital connectivity and change management processes are essential.

We will deepen our focus on agile ways of working, establish a change management framework and optimise several remaining manual business processes. Throughout, we will continue to pursue excellence by empowering technology-driven teams and leveraging multi-channel technology to enhance internal communication, clarity and purpose, and ensure efficiency in our processes.

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Our Strategic Plan

Our Strategic Plan 2025-2030 and exciting new Strategic Visions are rooted in a fundamental belief that together, we can make a positive difference and build better futures for a changing world.

It depicts where our college group aims to be in the future, and what we will be known for when we get there.

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