Progress is impossible without

change and those who cannot

change
their minds cannot change anything.
George Bernard Shaw
Transformation
Our College
Our Students
Our People
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OUR COLLEGE
3 buildings
5,000 enrolments
Further and higher learning
Supporting the economy
Budget 7.9 million in 2017
Budget 8,124 million in 2016
If spend remains the same 224k to be
found and further changes to budget the
year after
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WHY DO WE NEED TO TRANSFORM ?

Changing
economic
GCFE needs to sectors
Reducing
change in order States
Budget
that we can Demand
balance. and
expectatio
n from our
Students
our
stakeholder
s

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PRIDE OBJECTIVES
Putting students first Providing quality learning
Enhancing enterprise and
Rewarding relationships employer engagement
Inspiring people Extending our reach
Delivering excellent service Achieving sustainability

Exceeding expectations

2020
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CHANGING LANDSCAPE

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 3
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2
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 What
The College Way

ensuring that the

#CFEway

about

organisation does the right

things, for the right people, in
the right way

Governanc
steering not rowing.

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TIMELINE

Outcome agreement
Service level agreements
Delegated funds
Governance in place with
accountability and responsibility

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HOW ARE
Core provision
14-16
16-22
Access WE
FUNDED?
States Registered Apprenticeship
Basic Skills 16-22

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Responsive provision
Higher Education

Adult Community Learning

PT Professional Learning

Basic Skills 22 plus

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Operations

All premises & facilities

WHAT ABOUT Learner Support Services

EVERYTHING All our corporate functions

ELSE ? Management costs

CPD

Resources etc
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BUSINESS PLAN
1. A responsive organisation which provides excellent
learning opportunities, experiences and outcomes in
professional, vocational and technical education in both
further and higher learning for students aged 14-100.

2. A confident and happy workforce who are supported to

continually strive for and provide excellence in all they
do.

3. Financial stability to enable growth and enable

innovation.

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A RESPONSIVE ORGANISATION WHICH PROVIDES EXCELLENT LEARNING OPPORTUNITIES,

EXPERIENCES AND OUTCOMES IN PROFESSIONAL, VOCATIONAL AND TECHNICAL EDUCATION IN
BOTH FURTHER AND HIGHER LEARNING.

Constantly examine the breadth of our curriculum

& adjust to meet student and island needs.
Seek out opportunities for innovation to provide
excellence for our students.
Adjust the way we do things to increase pace and
engagement.
Maintain and enhance our capability to be
recognised for excellence in further and higher
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A CONFIDENT AND HAPPY WORKFORCE WHO ARE SUPPORTED TO

CONTINUALLY STRIVE FOR AND PROVIDE EXCELLENCE IN ALL THEY DO

Continue to ensure staff wellbeing is viewed as critically

important throughout the organisation.
Enable staff to be part of any change and seek out ideas,
innovation and support staff to enable things to happen.
Use the transformation to ensure there is a fairness in reward
for the work undertaken.
Continue to ensure that development and learning are at the
heart of all our staff plans.
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FINANCIAL STABILITY TO ENABLE GROWTH AND ENABLE INNOVATION

Adjust our work to enable growth.

Target our income
15% by 2018
18% by 2019
20% by 2020

Ensure all financial processes are understood and

followed.

Seek out opportunities for innovation and enterprise.

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TRANSFORMATION TO MEET 2020 OBJECTIVES

Create responsiveness and enable innovation.
Invite and create opportunities for our people to
engage and be part of the change.
Invite and create opportunities for student and
stakeholder engagement.
Adjust the way we operate to ensure there is
fairness for all for the work we do.
Create financial stability.
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AREAS FOR CHANGE

Business development & marketing

Curriculum reform & fee structure

Digital take on

Apprenticeship

Higher Education

Learner experience

Efficiency of resources

Quality and consistency in quality

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 Fee
Structure
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RESPONSIVE PROVISION
Costs 1.2 million

Generates 830,000

= 11% of budget

Target 20% plus of total budget from

income by 2020
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Higher Education

Part Time Professional Learning

Adult Community Learning

Basic Skills 22 plus

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100% of cost
100 % Commercial offering charged at market
plus market
plus rate.
value and cost

The individual is the main beneficiary with little
100% of Average
100% additional public gain and a subsidy would not
Cost + 10% e.g. private aircraft fees
serve any significant policy objective.
Contribution
75% of Average e.g. business advert
The individual is the main beneficiary, though
Cost + 10% inclusion in promotional
75% Contribution
there is some public/strategic policy gain.
literature for the island

The individual and public both gain benefits from

50% 50% of Average
the provision of the service to the individual e.g. school trips with
and/or there is some strategic policy gain. educational merit
Cost

Most of the benefit is public with some gain to the

25% 25% of Average Cost individual and/or a subsidy would provide
e.g. hospital long-stay fee
substantial support for strategic policy.

e.g. public air quality

A public good, with little to no benefit to
testing by
the individual and/or not charging delivers
0% Nil significant strategic policy gain.
Environmental Health/
primary education
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PROPOSED FEE BANDS

Increase % of
100 Professional courses; CMI, CIPD,
income
% Construction related, ACCA, soft skills,
Plus Commercial International, digital etc
Provides a
operation
100% service for Higher Education
community Adult Community Learning
+ 10 benefit and
Meets Policy
personal gain.
Directive: Future Early Years Part Time Professional
75% Guernsey, Learning
Education Vision, IT skills development
etc.
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Meets Policy Directive,

50 Future Guernsey, Vision,
HSC, LWL, Economic
development agenda.
% Both public and
individual gain
Provides a service for
25 community benefit &
personal gain. Meets
Basic Skills; English and
% significant Policy Math's, ESOL,
Directive

0 Meets Policy Directive:

Future Guernsey, Taster events etc
cost Education Vision, etc

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NEXT STEPS TO FEE STRATEGY

BoG approval

Education Services Approval

Re categorising course fees and pricing - completed Mid March

Course fees published on website and marketing materials April

Recruitment already open.

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 So what
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Future Guernsey
Strategic
Framework

happens now
Mission
Transformation: A responsive organisation which
provides excellent learning opportunities, experiences
and outcomes in professional, vocational and technical
education in both further and higher learning.

we need a
Objectives

Cost and Service

Vision 2020

System Grip Transformation

plan ?
Improvement
Management and leadership Values alignment
Strategies Quick Wins
Governance Model case for
Create project based
approach to cost
Finance
improvement Operations change
Prioritization of current work

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STRATEGY 1. COST AND SERVICE IMPROVEMENT

Quick Wins: Student card charge Room hire
charges close a campus at night time
Project based approach: Systems and processes to
make efficiencies
Prioritisation of current projects: QIP review, fees and
charges etc
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STRATEGY 2: SYSTEM GRIP

Management & Leadership: Capacity, Activity and performance

Governance: Risk management approaches, Quality Cycle,

stakeholder engagement & communication

Finance: Financial approaches and methods, transparency &

consistency, budgets, V4M

Operations: Systems and processes, resource deployment

management

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STRATEGY3: TRANSFORMATION

Values: PRIDE
Case for change: Digital, HE,
Curriculum reform,
Apprenticeship, Employer
responsive provision.
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COMMUNICATION PLAN
CLT Monday 06 02 17
Managers Monday 06 02 17
College staff via management meetings
Union colleagues 06 02 17
Q&A sessions each campus Wednesday afternoon
Transformation newsletter and email launched
All staff briefing Monday 13 02 17
Forums on each campus each week
Meetings with teams
Changes defined by Easter
Implementation and planning for summer term and beyond
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Clear
POLICY IMPLEMENTATION
Pay and Hours:
Guidance
Reference to TOIL and Compensatory leave and
Methods: GPG, Google sheet,
workshop
Annual Leave:
Annual leave entitlement
s starting
Methods: via SAP after half
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