BOARD OF MANAGEMENT Tuesday 12 December 2017 atpapers.dundeeandangus.ac.uk/shared/Session...

BOARD OF MANAGEMENT Tuesday 12 December 2017 at 10.00am, Seminar Room 5, Arbroath Campus

AGENDA

1. WELCOME

2. APOLOGIES

3. DECLARATIONS OF INTEREST

4. MINUTE OF LAST MEETING – 26 SEPTEMBER 2017 4.1 Adoption 4.2 Matters Arising

(i) Board H&S Responsibilities(ii) G2G Financial Reporting in FFR(iii) VS Scheme(iv) Joint Board Session(v) Board Evaluation

Paper A for approval AMc

5. STRATEGIC ITEMS 5.1 Good to Great Strategy Update and Project

Progress 5.2 Annual Quality Evaluation and Enhancement Plan 5.3 Regional Outcome Agreement Draft

Paper B for discussion

Verbal update Paper C for approval

GR/SH/KM

ST ST

6. KINGSWAY CAMPUS DEVELOPMENT & DRAFT FOUNDATION BID

Paper D for approval GR/CB

7. PRINCIPAL’S REPORT Paper E for information GR

8. STUDENTS’ ASSOCIATION REPORT Verbal update JG/RW

9. FINANCE ITEMS 9.1 Financial Statements for the year ended 31July

2017 and Annual Report from Audit Scotland 9.2 Annual Report on Audit

Paper F for approval

Paper G for approval

CB

ME

10. GARDYNE THEATRE LTD Verbal update GR/CB

11. GOVERNANCE ITEMS 11.1 Board Metrics 11.2 Board Membership

Paper H for information Paper I for approval

ST ST

12. NATIONAL BARGAINING UPDATE Verbal update GR

13. MINUTES OF COMMITTEE MEETINGS 13.1 Learning, Teaching & Quality 25 November 2017 13.2 Human Resources & Dev’t 16 November 2017 13.3 Joint Audit/Finance & Property 28 November 2017

(verbal update)

Paper J for information AMc

14. CORRESPONDENCE Paper K for information

15. ANY OTHER BUSINESS

16. DATE OF NEXT MEETING Tuesday 20 March 2018, A305 Kingsway Campus at 5.00pm.

The Board meeting will be followed at 1200 by the Christmas Lunch in Restaurant 56, Arbroath Campus

BOARD OF MANAGEMENT

Minutes of Last Meeting – 26 September 2017

Paper A

Agenda Item 4

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Status Draft, confirmed by Chair

BOARD OF MANAGEMENT

Minute of the Board of Management of Dundee and Angus College meeting held on

Tuesday 26 September 2017 at 5.00pm in Room A305, Kingsway Campus

PRESENT: A McCusker (Chair) T Pirie G Ritchie G Robertson J Richardson A O’Neill G Bisset M Ellins P Milne R Walker

IN ATTENDANCE: C Blake (Vice Principal) S Taylor (Vice Principal/Secretary to the Board) S Hewitt (Vice Principal

1. WELCOME

A McCusker welcomed members to the meeting and welcomed R Walker to his first full Board meeting.

2. APOLOGIES Apologies were received from W Loudon, S Watt, M Galloway, S Mill, M Williamson, D Fordyce, J Gregory and S Cargill

3. DECLARATIONS OF INTEREST There were no declarations of interest.

4. MINUTE OF LAST MEETING – 21 March 2017

4.1

Adoption The minute of the Board of Management meeting held on 13 June 2017 was signed and approved as an accurate record.

4.2 Matters Arising (i) Senior Leadership Team Development

G Ritchie outlined plans to create a senior leadership team development programme to support College strategic developments. It was agreed that details of the proposals would be brought for information to the next meeting of the Human Resources and Development Committee. G Ritchie to progress.

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(ii) Health and Safety Responsibilities S Taylor confirmed that almost all Board members had advised that they had read the health and safety summary paper circulated. It was agreed that any remaining members would be reminded of the need to confirm that they had read and understood the paper. S Taylor to progress. All other actions had been progressed or were included within the agenda.

5. STRATEGIC ITEMS

5.1 Good to Great Strategy G Ritchie stated that work on the Good to Great (G2G) strategy was progressing and noted the whole staff event in August 2017 designed to kick-off the strategy and to get staff thinking about the changes and improvements needed. G Ritchie noted that a Project Manager had not yet been recruited and outlined some of the difficulties encountered in finding the right candidate. A range of options surrounding recruitment to the role were discussed and it was confirmed that these would be progressed. G Ritchie noted that changes to the role may need to be enacted to make it into a full-time position. This was recognised. G Ritchie noted the development of key themes around Good to Great and highlighted the creation of the G2G portal for staff and the generation of staff ideas and possible bids for funding through the portal. It was agreed that an update on progress and demonstration of the portal would be provided at the next meeting. G Ritchie to progress. The importance of on-going staff communication in respect of the Good to Great strategy was discussed and arrangements around this noted. G Robertson highlighted the need to look at the timing of the drawdown schedule for funds from the D&A Foundation given that Project Manager costs were not being incurred. This was recognised and would be reviewed. C Blake to progress.

5.2 Quality Evaluation Report and Enhancement Plan S Taylor summarised the quality evaluation report and enhancement plan, outlining how these fitted within the revised quality framework for colleges developed through Education Scotland. The approach taken to the development of the report, supported by on-going engagement and scrutiny by Education Scotland and the Scottish Funding Council (SFC) was discussed and S Taylor outlined arrangements completed on 25 September as part of the pre-verification meeting on the final report. It was noted that overall feedback on the report content and the resulting action plan was positive, with a small number of minor changes to be made to clarify and improve quantification of the evaluation outcomes in a few areas. S Taylor stated that a greater conversation had been held around the layout of the report and the inclusion or exclusion of examples of practice and other evidence within the text. It was noted that much of this related to the desire to shorten the overall report to fit within the one page per quality indicator guidance.

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This approach, and the structure and content of the report, was discussed and Board members noted their desire to seek to retain examples and information on College practice where possible. M Ellins noted that the overall document was very positive and highlighted that removing examples could result in a final report that was bland and did not change much from year to year. S Taylor confirmed that there would be changes made to the final report for submission by the end of October, but stated that these were likely to be changes to the structure rather than anything fundamental in respect of the quality evaluation undertaken. It was confirmed that the enhancement action plan would be updated where required to match with any changes made to the final report. The report and plan were approved, subject to final amendments as discussed.

5.3 Joint Development Session with NESCOL Plans for a joint development session with the Board of Management of NESCOL were discussed and it was agreed that this would be a useful exercise. Arrangements would be progressed on an afternoon/twilight basis. A McCusker/ S Taylor to progress. A McCusker noted that she had also had discussions with the Chair and Principal at West College Scotland with regard to the sharing of information and expertise around campus developments. It was agreed that this may be a useful development and that arrangements be further discussed. A McCusker to progress.

6. KINGSWAY CAMPUS DEVELOPMENT – OUTLINE BUSINESS CASE C Blake summarised the final draft of the Outline Business Case (OBC) and noted that this now included the clear Board recommendation for the Kingsway campus arising from discussions across the range of twilight sessions, along with updates to the areas identified for development by SFC following the submission of the first draft document. The document was welcomed as a clear and comprehensive outline of the proposed development. From discussions the following points were noted for updating prior to submission. C Blake to progress. • Update to the list of employers on page 6 to incorporate key current employer links; • Removal of reference to the lack of a visual presence from the Kingsway; • Clarification of the terminology and text in respect of sums estimated in relation to

contingencies. The amounts allocated for contingencies were discussed and it was confirmed that these had been developed from professional guidance and were considered to be appropriate and justifiable. C Blake confirmed that the final document would incorporate more detailed financial information within the appendices. This was noted.

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A McCusker thanked C Blake and others involved for all of their work in pulling together the OBC. C Blake summarised the next steps and noted discussions with SFC with regard to progressing with the Final Business Case (FBC). It was noted that the recommended action was not to progress with any elements of this work that would incur significant expenditure until the outcome of the Comprehensive Spending Review was known and it was clearer if capital funding may be available. This was agreed as a sensible approach. The potential need to utilise funding from the D&A Foundation to finance the work required to produce the FBC was discussed and it was recognised that this was likely to be a necessary action. C Blake noted the request that a draft bid be prepared for future consideration by the Board. This was agreed. C Blake to progress. The potential for any redevelopment project to require the contribution of all remaining funds held by the D&A Foundation was noted and Board members highlighted concern at this. A McCusker noted the feeling that it was appropriate for the College to request that the D&A Foundation contribute significantly towards the project, but was not sure if it was appropriate to request that all funds held by the Foundation be allocated. The potential timeline for developments was discussed and it was noted that this was not clear, but that the outcomes of the Comprehensive Spending Review would be known around early 2018. Arrangements, timescales and process beyond that remained unclear at this stage. A McCusker noted that the next stages would also include discussion around what a future campus may look like and G Ritchie stated that key within this was the work progressing on the curriculum review. S Hewitt summarised the work progressing to review both curriculum content and delivery approaches. It was noted that this was split into four stages, with stage 1 and 2 focusing on analysis of labour market and other data prior to the progression of revised curriculum plans. The engagement of students within the review process was discussed and S Hewitt summarised questionnaire and focus group being undertaken with students to inform thinking around both curriculum content and delivery approaches. R walker confirmed that this was welcome and summarised thoughts on the range of options being discussed. A McCusker asked that a short input be provided in respect of curriculum horizon scanning at the next meeting. This was agreed. S Hewitt to progress. The final draft OBC was approved for submission. C Blake to progress.

7. PRINCIPALS REPORT G Ritchie summarised his report outlining that overall full-time recruitment was down by c170. It was noted that the issue appeared to relate to a much greater number of students not turning up and G Ritchie noted that the number of offers made and accepted was higher than in 2016/17 and that further work was progressing to investigate this. It was confirmed that the 170 included a mix of levels, but that this had disproportionately affected HN provision. Steps being taken to ensure that overall credit targets were met were noted. College involvement in the Scottish Government retention project was discussed alongside the importance of retention given the drop in recruitment. S Taylor noted the work being undertaken and highlighted the extensive range of activities that each team undertook to support and retain students.

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G Ritchie summarised the arrangements surrounding the Flexible Workforce Development Fund (FWDF) and outlined some of the challenges surrounding the arrangements and timescales related to this funding. Increased opportunities for the college sector to tap into innovation funds were welcomed. Recent awards shortlist and awards successes were noted and G Ritchie highlighted a number of forthcoming events that may be of interest for Board members, including the launch event for the D&A Attributes and the presentation event for the Colleges 100th Princes Trust team. G Robertson asked about the financial impact of the FWDF and it was noted that a contribution of c£150k had been included within the budget for this. Arrangements to track this were discussed along with agreements reached nationally on a single sector pricing policy. C Blake confirmed that arrangements were developing alongside the national guidance to support the financial tracking of these funds. The impact of the D&A Attributes programme was discussed and it was confirmed that case studies would be developed to showcase the benefits of this for students alongside work progressing with employers to seek to create guaranteed interview opportunities for students achieving gold award status. These developments were welcomed.

8. STUDENTS’ ASSOCIATION REPORT S Taylor summarised the key points of the Students’ Association report provided by J Gregory (attached below) outlining the extensive range of work being undertaken. In addition to these points it was noted that Kevin Falconer, SA Vice President for Kingsway Campus, had opted to resign from his role. Arrangements to elect a replacement Vice President would be progressed after the October break. S Taylor also noted that the new students’ Association Development Officer (Sarah Rennie) would take up her post in October. R Walker highlighted the benefits for the Students’ Association and himself personally of being involved in the Elevator Challenge programme and noted changes designed to improve Class Representative arrangements and activities.

9. FINANCE ITEMS

9.1 Financial Forecast Return C Blake summarised the Financial Forecast Return (FFR) highlighting concerns in respect of the delayed timescale for this and the underpinning assumptions and requirements relating to the forecast itself. It was confirmed that these had been discussed at the Finance and Property Committee in some detail and C Blake noted that the key concerns arose around the differences between the FFR assumptions and those underpinning the College financial strategy. The unrealistic approach required by SFC in relation to assumptions in respect of staff salary increases (zero cost of living increases) and voluntary severance were highlighted as particular concerns. C Blake stated that the FFR highlighted that the College would run out of cash around 2020 assuming that no further action was taken. It was noted that a number of others in the sector were likely to reach this point sooner.

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C Blake advised that the College had followed the guidance required for the FFR (despite concerns around the accuracy or efficacy of this) and would submit the final version along with a note of these concerns. This approach, and the final draft FFR, was approved. G Robertson queried how the Good to Great funds and expenditures were recorded within the FFR. C Blake noted that these were embedded and stated that further detail on this would be checked and confirmed. C Blake to progress

9.2 Voluntary Severance Scheme S Taylor summarised proposals for the continuation of voluntary severance (VS) scheme arrangements. It was confirmed that the terms of the scheme would be the same as previously and that the scheme required to be approved by the Board prior to an approval request also being made to the SFC. Requirements around the need for on-going voluntary severance arrangements were discussed relative to curriculum review developments and potential changes to class contact hours for teaching staff. The on-going requirement for a clear financial pay-back for each VS arrangement approved was noted. The voluntary severance arrangements were approved. S Taylor to progress.

10. GARDYNE THEATRE LIMITED C Blake summarised on-going discussions in respect of the future development and long-term sustainability of Gardyne Theatre Limited and highlighted that discussions were progressing well. It was noted that it had been hoped that key “heads of terms” could be finalised at the September Board meeting, but that a request had been made to push these back until the next meeting. The reasons for this change of timescale were recognised and it was agreed that work would continue with a view to heads of terms being agreed at the December meeting. C Blake to progress. The potential need to look at “Plan B” should progress not be evident at this stage was also highlighted.

11. GOVERNANCE ITEMS

11.1 Board Evaluation S Taylor confirmed that Board evaluation arrangements would be progressed alongside the next Chairs’ Committee meeting.

11.2 Board Metrics The proposed range of Board metrics arising from discussions at the short-life working group were discussed and it was agreed that the draft metrics proposed would be trialled for a few meetings and then reviewed. The potential inclusion of a metric in respect of staffing efficiency was discussed and it was noted that this was included within the more detailed metrics considered at the HR and D Committee.

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An update on work progressing in respect of benchmarking with comparative colleges was noted.

11.3 Service Design Academy Advisory Board S Taylor summarised developments in respect of the creation of an advisory board to support the work of the Service Design Academy. This was welcomed and a request made that a place on the advisory board be made available should a member of the Board of Management be interested in joining. It was agreed that volunteer be sought from Board members. S Taylor to progress.

11.4 Risk Register S Taylor outlined previous discussions in respect of the risk register and the desire for this to be considered at the full Board meeting twice a year. Changes to the format of the risk register were discussed alongside the inclusion of reference to the Prevent obligations placed on the College. These changes were welcomed. It was agreed that the risk register should feature as an early item in future agendas. S Taylor to progress.

12. NATIONAL BARGAINING UPDATE G Ritchie updated the Board on recent developments in respect of national negotiations with teaching staff and noted that discussions had not yet recommenced in the new term - as work was being undertaken with the Scottish Government to look at lessons learned from the previous year. It was noted that significant items for teaching staff remained unresolved, including teaching hours, annual leave and a cost of living increase for 2017/18. G Ritchie noted that work was about to commence at a local level to look at the matching of promoted lecturing roles onto the new national salary arrangements.

13. MINUTES OF COMMITTEE MEETINGS The minutes of the recent round of Committee meetings were noted.

14. CORRESPONDENCE The list of recent communications was noted.

15. ANY OTHER BUSINESS J Richardson highlighted her involvement in recruitment for a communications specialist to support the work of Colleges Scotland/CDN and better publicise the work and value of the College sector.

16. DATE OF NEXT MEETING The next Board of Management meeting will take place at 10.00am on Tuesday 12 December in the Arbroath campus.

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Action Point Summary Action Responsibility Date SLT Development proposals to be shared with the Human Resource and Development Committee

G Ritchie 16 November 2017

Final check and reminder for any Board members still to read and confirm the Health and Safety summary

S Taylor 30 September 2017

Good to Great portal and activities (including curriculum planning/horizon scanning) to be shown at next Board meeting

G Ritchie/ S Hewitt

12 December 2017

Good to Great funding drawdown schedule to be revised and confirmed with D&A Foundation as appropriate

C Blake 30 October 2017

Joint development session with NESCOL Board to be progressed

A McCusker/ S Taylor

12 December 2017

Further discussion to progress joint Board development session with West College Scotland

A McCusker 12 December 2017

Update to final draft OBC and submission of final document as per discussions.

C Blake 13 October 2017

Development of draft bid to D&A Foundation to support costs associated with FBC process

C Blake 12 December 2017

Confirm treatment of Good to Great income and expenditure within FFR and confirm via Finance and Property Committee

C Blake 28 November 2017

Progress Voluntary Severance Scheme for approval with SFC and enact thereafter


Progress arrangements in respect of GTL, including consideration of Plan B

C Blake 12 December 2017

Circulate for interest of a Board member in joining the Service Design Academy Advisory Board


Risk Register to be considered as an early item on future Audit Committee and Board agendas

S Taylor 28 November 2017

Officer Updates Period –Jun ’17 to Sept ‘17

Summary of work Representation

Acquisition and development of new, more visible office spaces at the Arbroath & Kingsway Campuses

Attendance at Inductions around Arbroath, Gardyne and Kingsway Campuses Development of Promotional Materials 2017/18 Engagement of students at Fresher’s Week events Involvement with Help Desks Involvement with International Students Welcome Day Involvement with RESPECT sessions delivered by Learner Engagement Review of Class Rep and Lead Rep roles and training Student Partnership Agreement 2017/18

Cross institutional relations Regular communication has been established and upheld with SA Officers from

Highlands & Islands SA, West College Scotland SA, City of Glasgow SA, Dundee University SA, Abertay SA and Fife College SA.

Enterprise Attendance at Elevator Challenge Weekend 2017 Fundraising – Proposal to hold a Charitable Boxing Event to promote Mental Health

Awareness in Young Men Development and launch of promotional wristbands with local businesses, providing

discounts to students for meals, drinks, tech repairs and clothing.

Key Meetings & Consultations College Common Application Process Consultation – Scottish Government DASA Advisory Board Meeting Kingsway Redevelopment OBC Learning, Teaching & Quality Committee Meeting NUS Scotland – Independent Review of Student Finance (feedback complied and

submitted)

Students Association Plan of Work 2017/18 Key points included in the SA Plan of Work for academic session 2017/18: Addition of sub committees to Congress

o Charities Committee o Societies and Events Committee o Sustainability Committee o Catering Committee

Partnership working with Student Services to develop peer led Men’s Mental Health support network

Development of further social opportunities for students Strong and effective representation of the student voice

Highlights Appointment of SA Development Officer – Sarah Rennie Scottish Student Sport Healthy Body Healthy Mind 4 Star Award 2016/17 Scottish Student Sport PSP Leadership Programme Graduate 2016/17 Assisting in development of Healthy Body Healthy Mind Strategy and Annual Plan

2017/18

Impact Through regular meetings with members of the Senior Leadership Team, developing relationships with academic and support staff, the Students’ Association has better placed itself to carry out effective partnership working long term. The appointment of Sarah Rennie as the Students’ Association Development Officer will increase productivity in the work carried out by the Students’ Association during the summer months, and free up the elected students to spend more time directly engaging with students face to face, support individual personal development and manage the feedback cycle, ensuring that data is collected from Reps, input and reproduced in the form of a report. The development of the two new office spaces will increase visibility, and particularly the location in Arbroath is ideal to trial giving students a greater student friendly social space, which students have previously provided feedback requesting more of. Identification of fundraising mechanisms will enable to Students’ Association to reinvest any additional revenue, and subsequently demonstrate a capacity to deliver activities and social opportunities on a more regular basis, enhancing the student experience.

CPD Community Learning and Development Training Service Design Training Academy Safeguarding Training D&A Attributes Training Scottish Student Sport PSP Leadership Programme Graduate 2016/17

BOARD OF MANAGEMENT

Good to Great Strategy Update & Project Plan

Paper B

Agenda Item 5.1

Good to Great Progress Report

The following papers outline the original ideas and deliverables of the Good to Great project, and a planning grid that details the mapping of the key outcomes.

The papers include a progress section on the Curriculum Review, a list of the suggestions generated by our Portal and staff consultation events, and a series of thoughts from the Transformation Project Manager, Kat Mansi. Kat has been in post for only 3 weeks and has spent most of that time meeting people, asking questions, and finding her way around our complex mix of relationships, systems and various services.

The last section includes Kat’s first version of an approvals process for decision making using the Senior Leadership Team as the decision making body.

Kat’s next stage is to develop a full project plan and a series of supporting plans for the separate elements of the Good to Great Strategy, including the digital strategy and service reviews.

The Executive Leadership Team have run 16 consultation events since April 2017 consulting on the strategy and stimulating ideas and discussion covering c300 staff. We are finding that we are generating a whole host of ideas; some, like the Helpdesk, simple digitising of materials, and signage changes, can be implemented immediately.

More complex ideas around curriculum change, digital priorities and full service review will require further planning and investment decisions.

It is fair to say that the Good to Great Strategy has stimulated a lot of ideas and discussion over the future priorities of the College. Ideas are being generated that require cross departmental working in both curriculum and service departments. Some of these changes are pointing towards new ways of working and potential changes in the way that we organise ourselves. It is early days but the strategy is proving to be very influential in promoting change.

By the next Board meeting a far more structured series of project plans and investment decisions will be available for information.

Grant Ritchie Principal

Good to Great Vision: D&A College will be the outstanding model of how colleges in Scotland should operate.

Board Deliverables


Board Measures of Success


Current/Proposed Projects

* Not part of original board deliverables but tied into wider theme.

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Curriculum Review � � � � � � � � � � � � � � � � �

What we deliver � � � � � � � � � � �

How we deliver � � � � � � � � � � � � �

Digital Strategy � � � � � � � � � � �

Enhance STEM Provision/Strategy � � � � � � �

Website Redevelopment � �

Review Recruitment � � � � � � �

Review Communcation � � � �

G2G Portal�

Enhance Future Talent Initiative � � � � � � � �

Review Retention � � � � �

Review Customer Experience � � � � � � � � � � �

Implement CRM � � �

Review Learner Experience � � � � � � �

Review Employer Engagement � � � � �

Review Schools/Unis � �

Review Support Areas � � � � � � �

Admin & Funding Services � � � � � � �

Access, Inclusion & Progression Services � � � � � � �

HR & Finance Processes � � � � �

Implement SDA � � � � �

Staff Identified Projects � � � � � � � � � � � � � � � � � � � �

Good to Great Submissions

Title Department Category Key Objectives/Summary Resource Deliverable Date Sub. Status Detail

Effective communication BEST Service ImprovementProof reader employed to oversee comms on staff portal

Time, Staff Resource N/A 08/09/2017 1st Response LINK

Automatic Assessment Generation Engineering Curriculum Enhancement

Internal set assessments (eg HNC , NC) should be generated from a database of questions, by an algorithm which would select questions to match the requirements of the Unit Descriptor

Time, Software D4 08/09/2017 1st Response LINK

Introductory Programmes Access & Communities Curriculum EnhancementGateway hub in each centre. This would be staffed by Access staff in partnership with Essential Skills and, where appropriate, vocational specialists.

Room Re‐Config D4, D10 15/09/2017 1st Response LINK

Retention Access & Communities RetentionDedicated staff/transition workers within Access to have a case load of learners they support into, during and from Access courses

Staff D4 15/09/2017 1st Response LINK

D&A Skillswise Essential Skills Curriculum EnhancementCreate a D&A Skillswise. BBC Skillswise is a well established interactive tool helping people to improve their literacy and numeracy skills.

Time, Equipment, Software D1, D4 15/09/2017 1st Response LINK

OU structure to Distance Learning courses Essential Skills Curriculum EnhancementRestructuring Distance Learning Courses. Currently we use My Learning, but it's current set up is confusing and clunky for Distance Learners.

Time, CPD, Equipment, eLearning

D1, D4 15/09/2017 1st Response LINK

Accredit Own Courses Access & Communities Curriculum EnhancementWrite our own material, SCQF level it and get it accredited by SQA.

Time, CPD N/A 15/09/2017 1st Response LINK

Minibuses and travel passes Access & Communities Curriculum EnhancementHave own buses that ferry staff and students between centres at set times of the day.

Equipment, Drivers N/A 15/09/2017 1st Response LINK

Supporting Recruitment: Improved Diagnostic Testing

Essential Skills RetentionWe already have online diagnostic testing in place ‐ whilst this is fit for purpose in Numeracy and ICT, it is woefully inadequate for Communication

Time, Equipment, Software D4 15/09/2017 1st Response LINK

Home Schooling Course Essential Skills Curriculum Enhancement

The college could offer a blended approach to the curriculum offering a range of academic and vocational qualifications with a balance between online and in college approaches.

Time, Equipment, Marketing D4 15/09/2017 1st Response LINK

Portfolio Drop‐Box Art & Design Curriculum Enhancement

We would like to have an 'unlimited' (as much space as possible) college driven drop‐box account (or something similar) where candidates upload images of their portfolio prior to interview.

Equipment N/A 18/09/2017 1st Response LINK

MSc DecommissioningComputing & Creative Media

Curriculum EnhancementAberdeen University started an MSc in decommissioning last week. What a progression route for a college to offer an HNC / HND in Decommissioning!

Time, Equipment N/A 18/09/2017 1st Response LINK

International Baccalaureate Essential Skills Curriculum EnhancementWhy not have a 'platinum standard' at the college and offer the IB? It is being used more widely in private schools in Scotland

Time, Equipment, CPD, Staff N/A 21/09/2017 1st Response LINK

Room Improvements at Gardyne Social Science Service ImprovementMore classrooms which hold 30 students are required. Do we need 2 lecture theatres at Gardyne or could one be converted into a large classroom with PCs?

Renovation D10 21/09/2017 1st Response LINK

Rear Entrance to Gardyne Road Social Science Service ImprovementInvestiagte possibility of opening up a rear exit from Gardyne carpark onto the Kingsway

N/A N/A 21/09/2017 1st Response LINK

Learn to Learn Social Science Curriculum EnhancementMake Learn to Learn a generic event for 400 students (regardless of course applied for) similar to staff Good to Great event.

Time, Staff D4, D11 21/09/2017 1st Response LINK

Recruitment Days Social Science RecruitmentSuggest the idea of changing to a recruitment day. This could be a way of capturing credits.

Staff, Rooms D4, D11 21/09/2017 1st Response LINK

IV Planning System Essential Skills Service Improvement

Currently the IV planning system is not fit for purpose. The information is out of date, the system 'clunky' and it does not reflect current teaching and learning taking place in the college.

Time, Equipment, Development

D9 22/09/2017 1st Response LINK

Staff Secondments Essential Skills Curriculum EnhancementSecondment also allows cross‐team working and is a refreshing proposition for staff that have worked solely in one area for a longish period of time.

Time N/A 22/09/2017 1st Response LINK

Supporting Computer Science in SchoolsComputing & Creative Media

Curriculum EnhancementSee appropriately qualified staff from D and A being seconded to secondary schools to teach Computer Science.

Time, CPD, Equipment D4 27/09/2017 No Response LINK

FutureClassroom@D&AComputing & Creative Media

Curriculum Enhancement

Create a model modern and forward looking learning space that will provide learning and teaching experiences upon which to contribute to the Future Classroom debate.

Time, Equipment D10 27/09/2017 No Response LINK

Online NPA course Science Curriculum EnhancementTo design an online theory course to deliver the theory covered by the 5 units (4 credits) within the NPA Practical Science (Level 5).

Time D1, D2, D4 29/09/2017 No Response LINK

Science Magic Roadshow Science Curriculum EnhancementWe discussed with Alex Harnett the idea of using the bus that she has recently procured to get our well‐established Science Magic Roadshow further afield.

Time, Equipment D2, D4 29/09/2017 No Response LINK

Research in D&A People Team Support ImprovementResearch secondment opportunities, these provide substantial evidence to aid funding bids in the future.

Time N/A 03/10/2017 No Response LINK

Partnership Liasion Officer Children & Young People Service Improvement

We need a Partnership Liaison Officer (One year Contract initially) to develop and maintain positive working relationships with Schools and Nurseries in the Local Community, particularly in Arbroath where we do not have a Placement Co‐ordinator at the moment.

Time, Staff D4 05/10/2017 No Response LINK

Upskill Computing StaffComputing & Creative Media

Curriculum EnhancementUpskill all members within the software development team to keep us in line with new technologies and advancements by arranging industry secondments

Time, Staff D4 06/10/2017 No Response LINK

Escape from D@A Learner Engagement Service ImprovementOur very own D&A Escape Room, situated in the old SAMH building at the entrance of the Kingsway Campus.

Time, Equipment D4, D10, D6 11/10/2017 No Response LINK

Leasing land to DCC or Private Partner Children & Young People Curriculum Enhancement

This idea will involve ERG and Estates teams working closely with Dundee City Council or a Private Partner with a view to leasing land/space for an Early Years Setting (EYS).

Time, CPD, Equipment D10, D6 22/10/2017 No Response LINK

Residency: graduate and professional programmes

Performing Arts Curriculum EnhancementPublicising the Space as a possible venue for residencies with a prioritised access to our graduates to launch their careers in the form of a professional program

Time, CPD, Marketing N/A 23/10/2017 No Response LINK

Flexible PDA Level 8 ‐ First Year HND, Childhood Practice Programme

Children & Young People Curriculum Enhancement

The development of a flexible PDA Level 8 (First Year HND, Childhood Practice Programme,) to facilitate clear progression routes for students to enable them to achieve their potential, gain better employment opportunities, and provide a more qualified workforce for the early education and childcare sector.

Time D4 27/10/2017 No Response LINK

Milestones for Good to Great Transformation

Transformation Project Manager

Q1 17/18 – Appointed.

Curriculum

Q2 17/18 – Curriculum Review complete – new provision identified, prospectus and website updated.

Q2 17/18- Digital Learning strategy team in place with developed project plan.

Q4 17/18– New Commercial products advertised and underway. Commercial prospectus developed and advertised.

Q3 18/19 – Revised and improved Curriculum programmes underway. Full evaluation ongoing.

Support

Q1 17/18 – Service Design Academy launched and providing a range of training and support provision which build capacity in Service Design for College staff and external organisational both locally and nationally.

Q3 17/18 – All major customer/student service Journeys fully mapped and re-designed using service design methodology to provide a more seamless and satisfying experience for customers and free-up of staff resources.

Q4 17/18 – Development of supporting ICT systems and data services completed.

Q4 17/18 – Implementation schedule for new ways of working and the related staff organisational and development requirements identified and consulted on.

Q1 18/19 – Begin phased implementation of new systems.

Q4 18/19 – Service transformation process complete with efficiency gains fully realised.

These are preliminary milestones to guide the process.

Progress…

Curriculum Review Update

Stage 1

Complete:

Full analysis of both

internal & external factors complete

Stage 2

Submitted:

18/19 portfolio

identified & 19/20 outlined

New commercial

ideas identified

Stage 3

In Progress:

Learner survey &

focus groups

Stakeholder

advisory boards

CPD/Staffing

Marketing

Digitisation

Progress Examples…


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Learner Involvement…


Initial Observations from the Transformation Project Manager:

A lot of the ideas discussed with me informally have not been submitted. It is clear the portal is not always the preferred route to raise ideas.This is due to a variety of reasons such as confidence, accessibility to systems or awareness of the portal. Individuals can find it difficult to verbalise their idea or categorise itinto the pre-set deliverables. There is also a lack of representation by students/external customers who may need alternate routes of communication.The T.P.M. role can be key to encourage and support the generation of ideas.

2. There is a barrier to ideas submission

Most staff are keen to work with other departments or external bodies to enrich the learning experience and deliver change.Ideas suggested in initial discussions often involve developing the college as a community both internally and externally.Bringing the college back to the heart of the community by the development of real life learning and transfer of skills and eliminating the divide between Dundee and Angus post-merger.

Staff have a variety of small niggles which, although previously raised, have never been fixed.The focus on the lack of improvement of these issues gives some staff the belief that ‘Nothing will change’ or ‘We’re not even good yet because of…’and they are reluctant to buy into G2G.By delivering some low cost quick wins, this can stimulate confidence in the potential to change and this in turn will stimulate additional submission of ideas.

1. The overall outlook is positive

In my initial conversations with a broad cross section of staff it is clear there are a large range of G2G ideas and people are generally optimistic about the future of D&A.

3. Small problems are creating large obstacles for change

4. There is a community led desire for change.

The same issues and opportunities are repeating throughout discussions. People know what they want to change but more importantly,they have the same ideas of what we need to change to become great.

5. There are common recurring themes.

6. There are excellent commercial opportunities

Some existing activities could generate commercial revenue and there is large scope for exploiting increased commerciality as a by product of ideas around changes to curriculum,systems, accessibility and facilities were implemented.

7. We’re already great!

As a fresh pair of eyes there are so many elements of the college that are already great, from inspirational people to International strategies, these successes should continue to be celebrated.

Proposed Next Steps:

This would involve the reconfiguration of the original system to ensure the capturing and facilitation of reporting of key aspects of the project including:

Cross collaborative opportunities; estimated cost input; estimated timeframes; status/progress; board measures of success;saturation of deliverables; instigating department; or any other metric as defined by the board.

2. Re-engage Ideas Submission & Buy In.

4. Design the delivery route.

Conducting focus group/event led sessions.Offering alternate routes for ideas submission eg 1:1 or direct email to T.P.M.

The strategy would benefit from some re-energisation now the T.P.M. role is filled.This would include:

1. Create a G2G dashboard to capture progress and direction at a glance.

Defining key authorities.

Proposing a structure and process to review and approve projects.

Organise a delegated spend limit to take care of smaller obstacles.

Redesigning the Portal and content.Setting a final date for ideas submission to allow focus to shift to responding to and delivering ideas.

Initially I have spent my 1st weeks learning as much as possible about the organisation and discussing individuals’ thoughts on what they think of G2G.The ideas proposed are diverse by nature and the project management approach would be tailored on a case by case basis.In looking to progress to approving some of the changes identified, I would like to suggest formalising a route forward by the following actions:

3. Collate Ideas.

Some ideas suggested have a collaborative element or are directly related to some proposed by other areas which could be collated to deliver jointly.There are recurrent themes which could be overseen with specialist intervention from certain areas eg systems improvements and other ideas which would fall into a theme of curriculum review.A variety of proposals could also fall into the Kingsway redevelopment project and be delivered at a later date.Clear collaboration/communication between G2G, outcomes of Service Design and the Kingsway Regeneration Project would be an advantage.

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Approval to proceed

Update G2G logUpdate portal;Update InitiatorUpdate StakeholdersUpdate Business CaseProduce Project PlanUpdate costs benefits and risksUpdate team Resource plan

Update G2G logUpdate Initiator

Review Meeting

Approval to start

Update G2G logBuild outline Business CaseProduce Project Brief supporting docs

Advise

Initiator/Stakeholder Meetings


Update G2G logUpdate PotralUpdate InitiatorUpdate Stakeholders


Review Meeting


Update G2G Log

Update Potral

Update Initiator

Update Stakeholders

Arrange Resources

Plan Start

Review Meeting

Approval to submit to Board

Identify resources, estimate costs, estimate timelines, provide supporting data

Identify resources, Identify key stakeholders/ collaborators, estimate costs, estimate timelines

Provide supporting data/resource

Provide supporting data/resource

email Portal

G2G Proposed Initial Authorisation Process

Advise

Project Brief Docs

Advise, Support, Direct Advise, Support, Direct

Review Meeting

Draft v1 28.11.17

Cost/benefit/risk Forecast

Project Plan

Business Case

Team/ResourcePlan

Report Structure

Project Brief

Cost/benefit/risk Forecast

Outline BusinessCase

Team/Resource Estimates

Comms Plan

Project Docs

yes

yes

yes

yes

no no

no

no

Ideas submissions

Focus Group


Update on Progress

Communicate Progress

Communicate Progress

BOARD OF MANAGEMENT

Regional Outcome Agreement Draft

Paper C

Agenda Item 5.3

BOARD OF MANAGEMENT

Kingsway Campus Development & Draft Foundation Bid

Paper D

Agenda Item 6

BOARD OF MANAGEMENT DECEMBER 2017

DRAFT BIDS TO THE DUNDEE & ANGUS FOUNDATION 1. Introduction Please see attached two draft bids to the Dundee & Angus Foundation 2. Support for progressing the Full Business Case (FBC) for the Kingsway Campus

The first draft bid is for £1m towards the cost of progressing the FBC up to approval stage, with the College contributing £100k in match funding in the form of senior management resource. Subject to clarification of minor technical issues, the Scottish Funding Council (SFC) have indicated support for the Outline Business Case (OBC) which was submitted in October 2017. They have confirmed yet again that there is no funding available to support the College progressing the FBC and the clear advice is that we would be expected to approach the Foundation for this. SFC are as yet unable to provide any clarity over whether funding might be available for the Kingsway redevelopment, or indeed when this clarity might emerge. The Scottish Government’s budget will be published on 14 December and approved in the new year. This may provide some indication of overall capital funding available to the sector but, even if it does, we would still have to await the outcome of prioritisation by SFC of competing capital schemes within the sector. With the above lack of clarity, we are not yet in a position to submit the funding bid to the Foundation to support the FBC. However, it was considered useful to share the draft bid with the Board at this stage for information. The draft nature of the document is indicated by the text highlighted in yellow.

3. Tower windows At a meeting on 29 November, SFC provided a strong steer that we should look at opportunities for phasing the new build option, with the likelihood that the Tower itself may remain in use for a number of years to come. As a consequence, they indicated that they would support the College progressing the installation of replacement windows in the Tower at the Kingsway Campus, despite the fact that full redevelopment of the site would ultimately result in demolition of existing buildings. On this basis, we are recommending the installation of replacement windows with a basic specification. Based on experience of the North Annex window replacement project, we expect the cost to be in the region of £400k. In order to carry out the work as far as possible outwith term time, and during fair weather, it is proposed that the work would commence in April 2018 and complete by the end of the summer holidays. In order to meet these timescales, it is proposed that we take the

approved bid to the scheduled Foundation meeting on 12 February. We are therefore asking the Board for provisional approval of the attached bid, pending consideration at Finance & Property Committee on 30 January of a business case for the work.

4. Actions The Board is asked to:

• Note the draft bid to the Foundation for progressing the FBC. • Approve the draft bid to the Foundation for the Tower windows to be replaced,

subject to approval of a business case at FPC in January. Catriona Blake Vice Principal Corporate Services 5 December 2017

The Dundee & Angus Foundation Scottish Registered Charity Number: SC044728

APPLICATION FORM

Please ensure that you have thoroughly read the guidelines before submitting your application as only applications that fit within our funding criteria will be considered for funding. Please ensure you have completed all sections of the form in full – incomplete forms will not be accepted.

Your Organisation

Organisation Name Dundee and Angus College

Registered Charity No. SC021188

Contact Details (This should be the contact information for the person overseeing the project):

First name(s) Catriona Surname Blake

Position Vice Principal Corporate Services

Address Kingsway Campus, Old Glamis Road

DUNDEE Postcode DD3 8LE

Telephone Number 01382 834807 Mobile 07598 388868

E-mail [email protected]

Website www.dundeeandangus.ac.uk

Brief Description of Your Organisation Please give us a brief (no more than 100 words) description of your organisation’s main aims and activities.

Our mission is to generate regional economic growth and social well-being through the provision of skills and education for individuals, employers and the wider community. We are a key player in education and training, economic development and community planning and work with partners to support the economy of our diverse communities. The College came into existence in 2013, combining a large urban college in Dundee with a rural, community college in Angus. It comprises three main campuses, two in Dundee and one in Arbroath, along with a number of outreach centres across the region.

Your Project

Project name Kingsway Campus redevelopment

Project location Dundee Postcode DD3

Project description (box will expand as you type) The College has developed an ambitious plan to redevelop the Kingsway Campus. The main buildings on the campus date back to the early 1960’s and, as well as carrying significant levels of backlog maintenance, do not provide the right environment to deliver a modern curriculum and inspire our learners. The College submitted an Outline Business Case (OBC) to the Scottish Funding Council (SFC) in September 2017 to support a bid for capital funding of £73m for this scheme. The SFC have indicated their support for the scheme and have asked us to progress to Full Business Case (FBC), at which point final approval for funding will be sought. Although SFC were able to support the professional fees associated with the production of the OBC, we have been told that they are simply not in a position to support the fees for the FBC. Developing an FBC involves significant detail in terms of project management and design and the cost of this is estimated to be in the region of £1.1m, mainly external fees, with some internal management costs. We have had a number of conversations with SFC about how we might fund this, as the College is not able to do so itself. Unfortunately, SFC have refused to provide any funding for this and so we are seeking support from the Foundation for the external fees, with the College managing the internal costs itself. We are keen to move on to this next stage of the Kingsway Campus redevelopment as soon as possible. Once approvals are in place, we would immediately progress the procurement of a professional team, with a view to appointment early summer 2018. If we achieve that milestone, then the phase of work represented by these fees would be complete by Christmas.


1

Total estimated cost of project £1,100,000

Total requested from The Dundee & Angus Foundation £1,000,000

Please select the most appropriate category for your project (Please choose ONE). The delivery of improved teaching accommodation, facilities and/or equipment Development of teaching materials Delivery of courses The efficient and effective management of further and higher education How many people do you estimate will directly benefit from the project? 3,500 learners and 300 staff are based at the Kingsway Campus

Is there a charge to use your services (i.e. a membership fee?) If so, please detail cost.

Certain courses attract a fee but most are supported through a block grant from the Scottish Funding Council.

Will service users/participants pay a charge for this project? If so, please detail cost. See above.

Who will benefit from this project? 3,500 learners per year and 300 staff

What ages are the people who you hope will benefit from your project? 0-24 25-64 65+ All ages

Is your project proposal time constricted?

Planned project start date (month/year) June 2018

Planned end date (month/year)* November 2018

Project Costs

Cost Breakdown How much is your project going to cost and how much do you need from The Dundee & Angus Foundation? Continue on separate sheet if necessary. You must attach all estimates to support the costs outlined below. Please note if successful we ask all applicants to provide receipts covering all costs as described.

Item or Activity Cost (£) Requested from The

D&A Foundation (£)

Professional fees

Architect 385,000 385,000 Building Services Engineer 154,000 154,000 Civil & Structural Engineer 141,000 141,000 Project Manager 78,000 78,000 Quantity Surveyor 64,000 64,000 Survey & Investigations 65,000 65,000 Other professional fees 113,000 113,000 Total professional fees 1,000,000 1,000,000 Senior staff costs allocated to project 100,000 0 Total costs 1,100,000 1,000,000

Other Funding


2

If the cost of your project is more than the total requested from The Dundee & Angus Foundation, where is the rest of the funding coming from? Please tell us if you have already secured funding and supply confirmation (copies are sufficient).

Organisation Amount secured £ Confirmation provided

College revenue budgets 100,000 n/a

Tell us if your organisation has applied to any other organisation for funding for this project, and when you expect to know if successful.

Organisation Amount requested £ Expected response date

Additional details

Is there any other information you would like to be considered in support of your application?

Have you obtained any consents, permissions or insurance necessary to carry out your proposal? (We may ask you to provide evidence of this)

Following consideration of our Outline Business Case, the Scottish Funding Council has given us permission to progress to Full Business Case stage, with a view to securing full approval of the required funding.

How did you find out about The Dundee & Angus Foundation?

Established relationship

Have you ever applied to The Dundee & Angus Foundation before? Please include details of when this was and what the funding was for.

The College has received funding for capital investment to the value of £2,149,290: £1,093,000 in 2014 £671,290 in 2015 £385,000 in 2017 In addition, the Foundation has approved revenue support totalling £845,000 for the Good to Great transformation project, which will run from 2017 to 2019.

Should your application be successful we may ask you to publicly acknowledge the support from The Dundee & Angus Foundation. Please outline your own ideas as to how you would achieve this e.g. branding of equipment, press activity, website inclusion, events etc

We would be happy to acknowledge support by some appropriate signage once the new campus is built.

Supporting documentation

Please make sure the following documents have been included with this application. We may not consider applications that do not attach all supporting information.

Constitution/Memorandum and Articles of Association/Trust Deeds of your particular organisation Already held

Most recent annual (audited) accounts. Where your organisation is newly constituted, a most recent bank statement will suffice.


3

Quotations for expenditure breakdown - see above

Confirmation of funding secured from other sources (if applicable) n/a

List of those consulted on your project e.g. committee members, relevant bodies etc – see above

Evidence of the publication of previous support - for projects that have previously received funding from The Dundee & Angus Foundation

Any other additional/relevant information you wish to provide? Outline Business Case


APPLICATION FORM

Please ensure that you have thoroughly read the guidelines before submitting your application as only applications that fit within our funding criteria will be considered for funding. Please ensure you have completed all sections of the form in full – incomplete forms will not be accepted.

Your Organisation

Organisation Name Dundee and Angus College

Registered Charity No. SC021188

Contact Details (This should be the contact information for the person overseeing the project):

First name(s) Catriona Surname Blake

Position Vice Principal Corporate Services

Address Kingsway Campus, Old Glamis Road

DUNDEE Postcode DD3 8LE

Telephone Number 01382 834807 Mobile 07598 388868

E-mail [email protected]

Website www.dundeeandangus.ac.uk

Brief Description of Your Organisation Please give us a brief (no more than 100 words) description of your organisation’s main aims and activities.

Our mission is to generate regional economic growth and social well-being through the provision of skills and education for individuals, employers and the wider community. We are a key player in education and training, economic development and community planning and work with partners to support the economy of our diverse communities. The College came into existence in 2013, combining a large urban college in Dundee with a rural, community college in Angus. It comprises three main campuses, two in Dundee and one in Arbroath, along with a number of outreach centres across the region.

Your Project

Project name Kingsway Campus – replacement of Tower windows

Project location Dundee Postcode DD3

Project description (box will expand as you type) The main buildings on the Kingsway Campus date back to the early 1960’s and, as well as carrying significant levels of backlog maintenance, do not provide the right environment to deliver a modern curriculum and inspire our learners. The College has developed an ambitious plan to redevelop the Kingsway Campus and is currently seeking funding through the Scottish Funding Council (SFC) for this redevelopment. However, from ongoing conversations with SFC, it has become apparent that we are likely to remain in the current buildings at Kingsway Campus for at least 5 years, even if there were a rapid turnaround regarding funding decisions, which is unlikely. While most of the backlog maintenance issues can be managed at little cost in the meantime, the one issue which requires to be addressed urgently is the replacement of the windows in the Tower building. These are the original windows and many of them either do not close properly or do not open at all, with some of them presenting a significant safety hazard. Experience from other buildings at Gardyne and Arbroath where windows have recently been replaced is that the positive impact on staff and students has exceeded expectations. The SFC have confirmed that they support the College’s proposal to replace the Tower windows, despite the likelihood that the building would be demolished once the campus is eventually redeveloped. The new windows are only required to have a relatively short life-span and we have arrived at our cost estimate of £400k on that basis.


1

The work would be scheduled to start at Easter 2018 and complete in the summer.

Total estimated cost of project £400,000

Total requested from The Dundee & Angus Foundation £400,000

Please select the most appropriate category for your project (Please choose ONE). The delivery of improved teaching accommodation, facilities and/or equipment Development of teaching materials Delivery of courses The efficient and effective management of further and higher education How many people do you estimate will directly benefit from the project?

3,500 learners and 300 staff are based at the Kingsway Campus, most of whom spend at least part of the day in the Tower building

Is there a charge to use your services (i.e. a membership fee?) If so, please detail cost.

Certain courses attract a fee but most are supported through a block grant from the Scottish Funding Council.

Will service users/participants pay a charge for this project? If so, please detail cost. See above.

Who will benefit from this project? 3,500 learners per year and 300 staff

What ages are the people who you hope will benefit from your project? 0-24 25-64 65+ All ages

Is your project proposal time constricted? It would be highly preferable to carry out the majority of the work during fair weather outwith term time.

Planned project start date (month/year) April 2018

Planned end date (month/year)* August 2018

Project Costs

Cost Breakdown How much is your project going to cost and how much do you need from The Dundee & Angus Foundation? Continue on separate sheet if necessary. You must attach all estimates to support the costs outlined below. Please note if successful we ask all applicants to provide receipts covering all costs as described.

Item or Activity Cost (£) Requested from The

D&A Foundation (£) Replacement windows for the Tower 400,000 400,000

Other Funding

If the cost of your project is more than the total requested from The Dundee & Angus Foundation, where is the rest of the funding coming from? Please tell us if you have already secured funding and supply confirmation (copies are sufficient).

Organisation Amount secured £ Confirmation provided

Tell us if your organisation has applied to any other organisation for funding for this project, and when you expect to know if successful.


2

Organisation Amount requested £ Expected response date

Additional details

Is there any other information you would like to be considered in support of your application?

Have you obtained any consents, permissions or insurance necessary to carry out your proposal? (We may ask you to provide evidence of this)

How did you find out about The Dundee & Angus Foundation?

Established relationship

Have you ever applied to The Dundee & Angus Foundation before? Please include details of when this was and what the funding was for.

The College has received funding for capital investment to the value of £2,149,290: £1,093,000 in 2014 £671,290 in 2015 £385,000 in 2017 In addition, the Foundation has approved revenue support totalling £845,000 for the Good to Great transformation project, which will run from 2017 to 2019.

Should your application be successful we may ask you to publicly acknowledge the support from The Dundee & Angus Foundation. Please outline your own ideas as to how you would achieve this e.g. branding of equipment, press activity, website inclusion, events etc

We would be happy to acknowledge support by some appropriate signage once the new windows have been installed.

Supporting documentation

Please make sure the following documents have been included with this application. We may not consider applications that do not attach all supporting information.

Constitution/Memorandum and Articles of Association/Trust Deeds of your particular organisation Already held

Most recent annual (audited) accounts. Where your organisation is newly constituted, a most recent bank statement will suffice.

Quotations for expenditure breakdown - see above tbc

Confirmation of funding secured from other sources (if applicable) n/a

List of those consulted on your project e.g. committee members, relevant bodies etc – see above

Evidence of the publication of previous support - for projects that have previously received funding from The Dundee & Angus Foundation


3

Any other additional/relevant information you wish to provide?

BOARD OF MANAGEMENT

Principal’s Report

Paper E

Agenda Item 7

Principal’s Report to the Board of Management – December 2017 Credit Targets, Recruitment and PI’s Despite starting the session some 170 students down on last year we are confident that we will achieve our credit target. Improved planning, better early student retention, and strong school links will all help us reach our key target of 108,962. Our early retention has improved by 2% on last year. We are also hopeful of strong full time January recruitment to bolster the number of active learners. We have indicated to the Funding Council that should any credits become available in year we will consider taking them and aiming for a higher target. We continue to be part of the Scottish Government pilot on retention and attainment advising the Minister on good practice, particularly on retention so far. Our overall performance indicators for student achievement have dropped from 74% to 71%. We have had a series of meetings with Departments with results dropping below 60% student pass rates and will vigorously monitor the action plans now in place. Some areas where results have been historically low are under particular scrutiny. It is pleasing to report that our student satisfaction rates were the highest of any mainland regional College last year, we were only bettered by Shetland and Orkney Colleges. The national figures for recruitment and performance indicators are all showing decline across the College sector. Recruitment has undoubtedly been affected by the Government’s drive to ensure Universities are taking 20% of their learners from the 20% most deprived post codes. Universities are dropping their entry level qualifications and are recruiting learners who may in the past have come to us on HN programmes. We are working with both Abertay and Dundee Universities to bring a partnership approach to recruitment, the Dundee and Angus Education PLC meetings are providing the focus for that work. Alongside changing patterns of University entrance, schools are also now keeping more learners into 6th year and are also piloting delivering SQA NQ qualifications in school aimed at more vocational learners. Set against a decline in the numbers of 16 to 19 year olds all of this activity represents a shift in our normal patterns of recruitment and a threat to many of our potential recruits. We will need to be agile and target new areas of work. Long term unemployed, part time employed people and adult returners all need to be brought into our planning particularly as the Government has reduced the emphasis we need to put on young full time learners. General Data Protection Regulation (GDPR) GDPR legislation replaces the Data Protection Act (1988) and affects all data processers and users of personal data. This change to the law requires all organisations with over 250 employees to comply with new legislation as of 25th May 2018, including a requirement that the organisation’s Data Protection Officer must sit outwith the IT department and cannot have any data processing responsibilities. The work associated with this is quite significant, as there are key changes to the legal basis for processing information and this affects all areas of College business. Internally, a project team has been established, Chaired by Catriona Blake (Vice Principal Corporate Services) which is already meeting on a monthly basis. A draft project plan has been approved by the project team, a new Data Protection

Officer has been identified and undertaken appropriate training and key personnel have begun work on the scoping phase. Thorntons will be consulted as required throughout the process and we are in the early stages of contacting sector colleagues to establish an informal GDPR network to ensure consistency of practice where appropriate. Further updates will be provided to the Board in due course. Cyber Security On 8 November, the Scottish Government published ‘Safe, Secure and Prosperous: A Cyber Resilience Strategy for Scotland: Public Sector Action Plan 2017-18’, which appreciates the enormous opportunities that digital technologies bring, but recognises that this also brings new threats and vulnerabilities. Consequently, Scotland’s public bodies are requested to put in place effective measures to identify, assess, respond to – and recover from – the cyber threat. The College receives expert support in relation to cyber security/resilience from a shared service across the Scottish HE/FE sectors and we look forward to working with them, with colleagues across the college sector and with the Scottish Government Cyber Resilience Unit to implement the key actions over the coming months. The first of these actions is to identify key contacts to implement the plan in the College, which we have done. The Vice Principal, Corporate Services, Catriona Blake, will undertake board/senior management level responsibility, and ICT Services, led by Kiran Oza, will provide working level contacts to implement the plan and ensure an effective response to cyber warnings and incidents. As the implementation progresses, I would welcome the Board’s regular consideration of the cyber threat and our arrangements to manage the risks arising from this threat. Service Design Academy November 27th saw the launch of the Service Design Academy at Gardyne Campus and the inaugural Advisory Board meeting. 50 people attended the launch and heard from Simon Hewitt, Alison Henderson and Hazel White from Openchange. Alison is the CEO of Dundee and Angus Chamber of Commerce, she’s an Advisory Board member and she’s also a member of the Pioneer Group – a complete novice in service design 3 months ago she really sees the value in it and spoke about the opportunities for all businesses who are part of the Chamber to be involved. The launch featured interactive workshops with people invited to break down their assumptions using a set of photographs from a Facebook page and a variety of other service design techniques. In less than six months the Service Design Academy has attracted staff, developed an SQA accredited PDA, run workshops for College staff and started their own pioneer group working their way towards the full PDA qualification. The commercial potential of this venture is very exciting and will underpin the Good to Great Strategy. D and A Attributes In the 3rd of November Ellis Watson Chief Exec of DC Thomsons formally launched the D and A Attributes programme. This initiative grew from a Board development session and

now exists as a fully-fledged student engagement programme that allows students the opportunity to develop their social and inter personal skills and be certificated at bronze, silver or gold status. The attributes were identified by employers and the programme is now up and running. Dundee Fashion Week Our College fashion show that brings together many curriculum areas for a spectacular event has now been developed as the centre piece for the very first Dundee Fashion Week. A Board has been formed of retailers, fashion designers, textiles companies, Dundee City Council and College staff to oversee the event. A week of activities will culminate in an expanded fashion show in the Caird Hall in May 18. The Overgate are sponsoring the festival to the tune of £10,000 and we are hopeful of attracting further sponsorship from retailers. This College led initiative has captured the imagination of a lot of people and the idea is to have Fashion Week as a permanent addition to the growing list of City annual events. Strategic Board for Enterprise and Skills The Scottish Government announced membership of the new Strategic Board for Enterprise and Skills on Monday 27 November 2017; the first meeting will take place on Wednesday 13 December 2017. Audrey Cumberford, Principal, West College Scotland, will represent the College sector. The new Strategic Board for Enterprise and Skills will align and co-ordinate the activities of Scottish Enterprise, Highlands and Islands Enterprise, Skills Development Scotland and the Scottish Funding Council (SFC). New Chair of SFC Angela and I were invited to meet with Mike Cantlay the new Chair of SFC by Colleges Scotland. We took the opportunity to appraise him of the major challenges facing the sector including funding, national bargaining and various policy initiatives underlying our work at this time. He was very responsive. As a past chair of Forth Valley College he does seem to have a good understanding of College issues. Head of ICT Services Kiran Oza Joined the Senior Leadership Team as Head of ICT Services on 6 November. He comes with excellent experience in the education sector having worked previously in Dundee, Bath and Cardiff Universities. Current Activity I wanted to appraise the Board of my current positons on external and national groups: National Chair of Colleges Scotland Skills Strategic Forum Chair of the Energy Skills Partnership

Chair of the Creative Media Network Chair of SQA’s College Curriculum group Member of the College’s Innovation Working Group Regional Chair of Angus Community Planning Partnership (from Jan 2018) Member of the Dundee Community Planning Partnership Management Group Member of the DYW Dundee and Angus regional board Member of the Dundee Employability Strategic Board VIP Visits We have two high profile visitors at the start of next session. Willie Rennie the leader of the Liberal Democratic party will be in College on the 19th of January. Jamie Hepburn, the Cabinet Secretary for Employability is coming to the Angus Campus in February. We will also be inviting the local MSP’s in the new year to update them on our activity, our financial position, and the need for support towards the Kingsway replacement project. Awards Our run of success at the College Development network awards goes on. We won in two categories; the Student of the Year and the Inclusion Award, and we were highly commended in the Essential skills category and commended in the Innovative College category. No other College won more than one category. Grant Ritchie Principal

BOARD OF MANAGEMENT

Financial Statements for the Year Ended 31 July 2017 & Annual Report from Audit Scotland

Paper F

EMBARGOED

Agenda Item 9.1

BOARD OF MANAGEMENT

Annual Report on Audit

Paper G

Agenda Item 9.2

of 3

BOARD OF MANAGEMENT ANNUAL REPORT FROM THE AUDIT COMMITTEE

1 COMMITTEE MEMBERSHIP The Audit Committee Membership in the 2016/17 year was as follows: M Ellins; M Williamson; P Milne; S Watt; J Richardson; T Pirie (appointed April 2017). College staff members - C Blake, Vice Principal Corporate Services alongside S Taylor, Vice Principal People & Performance/Secretary to the Board were also in regular attendance at meetings. Representatives from Henderson Loggie (Internal Auditors) and Audit Scotland (External Auditors) regularly attend the Audit Committee. 2 MEETINGS AND DISCUSSIONS The Audit Committee met on the following dates 13 September 2016, 7 March 2017, 16 May 2017, 19 September 2017, and 28 November 2017. In addition a joint meeting with the Finance & Property Committee was held on 28 November 2017 to consider the Financial Statements and internal and external audit reports for Financial Year 2016/17. 2.1 INTERNAL AUDIT 2016/17 The reports considered by the Audit Committee during 2016/17 included:

Audit Subject Summary Outcome 2017/01 Annual Plan 2016/17 N\A 2017/03 Health and Safety Satisfactory 2017/02 Payroll Follow-up N\A 2017/04 Budgetary Control Satisfactory 2017/06 Procurement Satisfactory 2017/07 Business Development Satisfactory 2017/08 ICT Networks and Security Good 2017/05 Follow-Up Reviews N\A 2017/09 2016/17 Student Activity Data Concluded without reservation 2017/10 Student Support Funds 2016/17 Concluded without reservation

The 2016/17 Annual Plan was presented and approved at the Committee meeting in September 2016. The Internal Auditors’ Annual Report and Opinion for 2016/17 reported that the College operates adequate and effective internal control systems, and proper arrangements are in place to promote and secure Value for Money.

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The relationship between Henderson Loggie and College staff continues to be professional and effective in meeting internal audit needs. The current Internal Audit contract - tendered in 2014/15 - with Henderson Loggie is to 31 July 2018 in the first instance. The College has the option to extend for a further two years. The fee for internal audit activities in 2016/17 was £8k. The Committee also considers at each meeting a management report on progress made in respect of recommendations made in previous audits. 2.2 EXTERNAL AUDIT OF YEAR END FINANCIAL STATEMENTS The external audit of the Financial Statements to 31st July 2017 was undertaken by Audit Scotland. This report marked the first undertaken under the terms of the FRS102 accounting standards. They were appointed by the Auditor General to the end of FY 2016/21 inclusive. The fee for the 2016/17 is reported in the Financial Statements to 31st July 2017 as £25k An interim external audit report was considered by the Committee at its May and September 2017 meetings. This report was subsequently published by Audit Scotland. At a joint meeting with the Finance and Property Committee on 28 November 2017 the Audit Committee received the Annual Accounts for 2016/17, together with the Auditors’ Annual Report. The external auditors provided an unqualified report relating to the financial statements and reported that there were no contentious items of note arising. The key accounting issues were agreed. The Committee also reviewed the management letter and related work and expressed satisfaction with the assessment provided. In terms of the contribution from the external auditors, the Committee were satisfied as to the achievement of planned work, also with their general performance and effectiveness throughout the financial year. A professional and effective relationship between the external auditors and College staff was reported. 2.3 RISK MANAGEMENT A Strategic Risk Register has been compiled and this is passed for discussion to the full Board of Management two times per year. Risks are monitored and reported (including reporting to the Board of Management where necessary) at each meeting of the Audit Committee. Risks (including both pre and post-mitigation risk ratings) are amended/added/deleted as appropriate through on-going analysis and approval at each Audit Committee meeting.

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2.4 DISCUSSIONS BETWEEN THE AUDIT COMMITTEE, AUDIT COMMITTEE CHAIR, AND THE EXTERNAL AND INTERNAL AUDITORS

These discussions confirmed that: • Internal and External Auditors have been provided with all necessary help and information.

• College staff and managers are operating effective systems of internal control and maintaining accurate and reliable financial records.

• College managers and staff have generally responded positively and timeously to implement suggested changes for improvement.

3 OPINION Based on the assessment and reports provided by Internal and External Auditors, the Audit Committee is satisfied as to the adequacy and soundness of the College’s system of internal control and financial management, and the arrangements to deliver value for money from public funds, ensuring economy, efficiency and effectiveness in the use of resources. The Audit Committee believes the governance of the College is compliant with the principles of the Code of Good Governance for Scotland’s Colleges which came into effect in August 2016, and has been compliant for the period from 1 August 2016 to 31 July 2017. M Ellins CHAIR - AUDIT COMMITTEE November 2017

BOARD OF MANAGEMENT

Governance – Board Metrics

Paper H

Agenda Item 11.1

of 2

DECEMBER 2017

BOARD DATA METRICS

1 Introduction This paper outlines a series of standardised Board Metrics. These have arisen from discussions held as a part of the Board of Management strategic event in November 2016, follow up meetings and the work of a short-life working group. Following on from these discussions it is proposed that each Board Committee adopt a series of metrics that underpin the work that the committee oversees and provides a clear indication of the “state of play” and progress made at each meeting of the year. This work has been progressed for two committees, with further work to be done for the Finance and Property Committee. 2 Board Metrics Report To ensure that there is clear visibility of data and progress the following series of clear metrics will be produced for consideration at each future Board meeting. These metrics link together a number of data sources into a single high level Board report. From the work of the short-life working group it was proposed that these metrics should provide high level indications of College performance rather than significant detail of activity. The further detail in each case should rest with the relevant Committee, or be part of the operational activities of the College. In this way, the metric report should supplement, rather than replace, the range of current information provided to the Board and its Committees. 3 Information Further information in respect of Quality matters is available for Board members by contacting Steve Taylor, Vice Principal People & Performance, [email protected]

mailto:[email protected]

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Board Metrics Report

Performance Indicators

Student Survey Results

8 8 8.2 8.18.1 8.1 8.2

0123456789

10

2014/15 2015/16 2016/17 2017/18

Survey Results (Average Score) 2014-2017

Learner Survey Nov L&T Survey March

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SFC Student Satisfaction & Engagement Survey – Positive response rate

D&A National Overall Satisfaction 2015/16

90.1%

82.5%

Overall Satisfaction 2016/17

90.6%

83.5%

Full Time Applications and Offers Credit Count v Target

Staff – Engagement and Happiness Index, FTE & Headcount and Absence

68

68

68

70

0 20 40 60 80 100

Engagement

Happiness

Staff Engagement & Happiness Index 2016 v 2015

2015 2016

472608

1080

374.9 374.6

749.5

0

200

400

600

800

1000

1200

Teaching Non-Teaching Total

Headcount & FTE October 2017

Headcount FTE

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2017/18 to date

2016/17 2015/2016

Average working days lost per headcount

6.0 6.8 5.7

Average working days lost per FTE

7.8 8.5 6.7

Working time lost 2.1% 2.8% 2.6%

Finance – Surplus/Deficit v Planned Budget out-turn

Year to date 2016/17 RIDDOR – Reportable Accidents

0

2

Completed Planned Audits Completed v Planned

0

10

-£63,000

£343,000

-£100,000

-£50,000

£-

£50,000

£100,000

£150,000

£200,000

£250,000

£300,000

£350,000

£400,000Forecast Budget

Cash Backed Surplus/Deficit Forecast v Budget

BOARD OF MANAGEMENT

Governance – Board Membership

Paper I

Agenda Item 11.2

of 3

BOARD OF MANAGEMENT MEMBERSHIP UPDATE

1 Introduction This paper summarises arrangements and requirements in respect of the membership of the Board of Management of Dundee and Angus College as a Regional College under the terms of the Post-16 Education (Scotland) Act 2013. 2 Board of Management Membership Under the terms of the Post-16 Education (Scotland) Act and the ministerial guidance on the recruitment of board members, the Board of Management must make appropriate arrangements for the recruitment of new members of the Board. To operate within the terms of the legislation the Board of Management must include a minimum of 15 members and a maximum of 18 members (up to 12 of whom are classified as “ordinary or non-executive members” recruited under the board arrangements). The College Board cannot operate legally with fewer than 15 members. Following the resignation of Wendy Loudon the Board currently has one vacancy. 3 Skills Mix The Board of Management has a responsibility to ensure that it has a mix of skills within its membership that is relevant to the needs of the Board and reflects the local economy. In respect of this skills mix it is identified that the Board would benefit from input from members with one or more of the following areas of experience/expertise:

• Education and Education Management (HE level); • Legal (Corporate/Educational/Employment); • Commercial/Business or • Third Sector.

The Scottish government is also keen to ensure that there is a gender balance within all public boards and has identified that boards should include at least 40% female members (the current D&A Board figure is 41%) with a further ambition for 50:50 representation. 4 Board Recruitment It is proposed that the Board advertises a vacancy as soon as practicable in respect of the skills mix detailed above. All Board members are asked to use professional contacts and networks to promote these opportunities as widely as possible.

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Specific work will also be undertaken to encourage applications from a more diverse range of backgrounds in partnership with Changing the Chemistry and the Scottish Government Public Appointments team as appropriate. Selection activities for the vacancy will be taken by the Nominations (Chairs) Committee mindful of remaining skills, experience, and gender gaps. 5 Appointment of Chair of Finance and Property Committee G Robertson has advised the Chair of his wish to step down as Chair of the Finance and Property Committee. A nomination for this role has been received for Steven Mill and a call for any other nominations has been made. The Board will be asked to confirm appointment to this role at the meeting on 12 December. 6 Board Representative on the D&A Foundation G Robertson has advised the Chair of his wish to step down as Board representative and trustee of the D&A Foundation. A nomination for this role has been received for Trisha Pirie and a call for other nominations has been made. The Board will be asked to confirm appointment to this role at the meeting on 12 December. 7 Co-opted Member Opportunities Following previous practice to seek to co-opt members with appropriate expertise to support the work of Board Committees it has been proposed that steps be taken to seek co-opted members as follows:

• Learning, Teaching and Quality Committee (with relevant expertise in modern learning approaches) and

• Audit Committee (with relevant audit/accountancy expertise). 8 Gardyne Theatre Limited Board For information, Bill Bar has signalled his decision to step down as a board member and Chair of the GTL Board. G Robertson has been approached to join and to chair this Board. 9 Approval Board members are asked to consider and approve as appropriate the above Board recruitment arrangements and Finance & Property Chair and D&A Foundation trustee appointments. 10 Information Further information in respect of Governance matters is available for Board members by contacting Steve Taylor, Vice Principal People & Performance, [email protected].

mailto:[email protected]

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Board of Management Membership as at November 2017

Appointment

Member Until Profession/Specialism

1. Angela McCusker Regional Chair July 2014

Scottish Government Appointment until

03/07/18

Business, Management, Finance

2. Mike Galloway

March 2015 31/05/21 Public Service Management, Planning

3. Margo Williamson June 2014 31/05/21 Public Service Management, Education

4. Gary Bissett June 2014 31/05/21 HR, Management, Manufacturing

5. Steven Mill June 2014 31/05/21 Finance, Management

6. Vacancy

7. Pamela Milne

March 2015 31/03/19 HR, Management

8. George Robertson

March 2015 31/03/19 Finance, Management

9. Steven Watt

March 2015 31/03/19 ICT, Management

10. Jane Richardson

January 2016 31/01/20 Marketing, Branding & Reputation Management

11. Martin Ellins

January 2016 31/01/20 Energy/Engineering Management

12. Donna Fordyce

April 2017 31/04/21 Economic Development/ Enterprise, Fisheries, Retail Management

13. Trisha Pirie

April 2017 31/04/21 Economic Development, Commercial

Management, Enterprise 14. Grant Ritchie

-- Principal

15. Liz Addison October 2017

31/10/19 Non-Teaching Staff Member

16. Alan O’Neill April 2015 31/03/19

Teaching Staff Member

17. Joshua Gregory

August 2017 31/07/18 Student Member

18. Reece Walker August 2017 31/07/18 Student Member

BOARD OF MANAGEMENT

Minutes of Committee Meetings

13.1 - Learning, Teaching & Quality – 25 November 2017

13.2 - Human Resources & Development – 16 November 2017

13.3 - Joint Audit/Finance & Property – 28 November 2017 (Verbal Update)

Paper J

Agenda Item 13


BOARD OF MANAGEMENT

LEARNING, TEACHING AND QUALITY COMMITTEE MEETING

Minute of the Learning, Teaching and Quality Committee meeting held on Wednesday

15 November 2017 at 5.00pm in Room Y150, Gardyne Campus.

PRESENT: M Williamson (Chair) G Robertson S Mill A McCusker G Ritchie J Richardson A O’Neill S Watt M Ellins L Addison

IN ATTENDANCE: S Hewitt (Vice Principal) C Blake (Vice Principal) S Taylor (Vice Principal/Secretary to the Board)

1. WELCOME

M Williamson welcomed Committee members and welcomed Liz Addison to her first meeting as new support staff Board member.

2. APOLOGIES Apologies were received from J Gregory and R Walker.


4. MINUTE OF PREVIOUS MEETING The minute of the meeting held on 30 August 2017 was approved as an accurate record.

5. MATTERS ARISING

(i) Good to Great

G Ritchie summarised progress on Good to Great developments, and confirmed that an appointment to the role of Project Manager had been made (Kat Mansi). G Ritchie summarised the papers provided outlining the links between the overall Good to Great strategy and the range of projects and activities that underpinned this. The project deliverables and matrix of these against the various projects was noted with interest. G Ritchie noted that work was required to better systematise this, and that this would progress as an initial priority for the Project Manager.

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On-going communication of developments was discussed and S Hewitt noted work undertaken to progress staff ideas and suggestions. A range of staff suggestions were discussed. J Richardson highlighted the importance of external engagement and G Ritchie noted that this was still an area to be progressed through developments such as the new website. J Richardson noted the importance of progressing with a focused approach to develop awareness around Good to Great for key stakeholder’s outwith the College and offered advice on this as required. This was welcomed. A McCusker noted planned efficiency improvements and asked how this would develop. G Ritchie noted that this would be an output from the service review and curriculum changes. Linkages between the Good to Great strategy and the financial strategy were discussed.

(ii) Learner Progression

S Taylor noted that a review of data highlighted that there was a relatively small number of learners at level 4 that would return in subsequent years also at level 4, and that analysis showed that this was often because they had started on specialist provision such as Princes Trust, PACE or January start programmes that were designed as feeders in to full-time. It was noted that there were greater numbers at level 5 that would return at the same (or a lower) level in subsequent years. Reasons for this were discussed and it was agreed that an analysis would be provided for the next meeting. S Hewitt/S Taylor to progress.

(iii) New Quality Arrangements

S Taylor confirmed that the final draft of the Annual Quality Report and Enhancement plan had been submitted to Education Scotland and the Scottish Funding Council (SFC) and that the formal endorsement meeting was scheduled for 28 November 2017. Arrangements for this meeting were discussed and it was confirmed that the final report and plan would be published by SFC late 2017/early 2018. Further feedback from the endorsement meeting would be provided at the December Board meeting.

6. CURRICULUM REPORT – CURRICULUM REVIEW PROGRESS

S Hewitt summarised progress made in respect of the curriculum review and outlined the key steps taken to underpin future curriculum decisions - alongside arrangements and timescales for progressing with curriculum portfolio decisions for sessions 2018/19 and 2019/20. (copy of slides enclosed). M Williamson thanked S Hewitt for this update and noted that there had been excellent progress made and evidence of a clear approach underpinning the developments taking place. A McCusker welcomed the updated and noted the importance of data to underpin decisions being made. The need to introduce new courses, and also remove old ones, was raised, and A McCusker asked how the challenges of this would be met. G Ritchie stated that there were difficult challenges and stated that some of this change would be phased, but that there were difficult choices to be made. S Taylor highlighted the importance of clear integration between curriculum planning and workforce planning activities such as staff CPD, redeployment, and voluntary severance to support curricular change of this type.

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M Ellins noted the positive developments made, but also the dip in student outcomes and highlighted concern that changes in curriculum may not support (or may even detract from) the student experience. S Hewitt stated that investigations around the reasons for poor outcomes in some course areas were progressing and were part of the underpinning information informing changes in the curriculum. M Ellins asked if there was a risk that the changes planned could be undermined by poorer results. G Ritchie noted that outcomes would vary over time and stated that work was done to address trends and reasons in areas where outcomes were lower. G Ritchie noted that there were issues where HN recruitment had become tighter that were impacting on results at this level as more able students were gaining direct admission into university. S Hewitt noted that there was a clear link between curriculum design, recruitment, induction and learning & teaching in supporting student success and stated that Good to Great developments aimed to cover all of these. The financial impact of curriculum changes was queried and S Hewitt noted that there were new course plans that would involve input from other partners whilst overall changes were designed to increase student interest and numbers and remove provision that was no longer proving popular. Developments in relation to the planned “Gateway” courses was discussed and S Taylor noted the positive financial effects that an improvement in early retention could make. A McCusker noted the important focus on STEM subjects in the curriculum review, but highlighted concern that these areas had lower student success than others. This was recognised.

7. PERFORMANCE INDICATOR REPORT S Taylor noted discussions under item 6 and summarised the report on student performance in session 2016/17. It was noted that overall student performance remained positive and that it was likely that D&A College would remain in a high position compared with the rest of the sector. S Taylor noted that this did not hide the reduction in overall performance, and the particular issues identified in some provision. It was noted that an action plan had been required for all courses where the successful outcome level was <65%, and that Executive Review meetings had been organised for those areas of particular concern. These reviews would discuss results and identify clear actions and responsibilities for improvement. S Hewitt noted that work had been done over the past year to improve the awareness and focus on student retention and noted developments in session 2017/18 to improve the transparency of student attendance data as an “at risk” measure. S Hewitt noted that this allowed greater identification of students at risk and supported earlier intervention to seek to prevent the student from eventually dropping out. S Mill asked about the range of inputs taking place to support retention and student outcomes. S Hewitt summarised these and highlighted the key role of the administration team in supporting this work. S Taylor noted some of the complexities around this, including difficulties in contact students with poor attendance. Results trends in engineering were discussed and A McCusker asked what would be different in any action plan for this area compared with previous years. S Hewitt stated that there were significant changes in curriculum planned, with poorly performing areas removed from the portfolio.

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A McCusker queried whether this meant that the same staff would simply be delivering new provision in the same way. S Hewitt confirmed that there would be changes in this as well. A McCusker noted frustration at the timescales and apparent lack of progress made over the past two years. This was noted and G Ritchie outlined the types of discussions held at Executive Review and actions arising from these. The importance of effective course team working was discussed and it was noted that this was an area that would be further developed as a part of the required action plans. This was welcomed.

8. HIGHERS ACTION PLAN S Hewitt summarised the action plan produced to support improvements in Higher subject results. It was noted that some Higher provision would be withdrawn through the curriculum review and that a number of areas and developments would progress through the work of the Highers Forum. M Williamson welcomed the action plan, but noted concern and disappointment at content in relation to the focus on the ability of students, and the lack of clear focus in the plan around improvements in the quality of learning and teaching. G Ritchie stated that this concern had been picked up already.

9. 2016/17 SFC NATIONAL STUDENT SATISFACTION SURVEY S Taylor summarised the overall results for the College in the national survey and noted the favourable position of the College in respect of this. It was noted that the College had been asked not to publish any information or comparisons in respect of this data. The update and positive position was welcomed.

10. LT&Q METRICS S Taylor summarised the metrics paper produced and highlighted the most recent projections in respect of 2017/18 credit targets. It was noted that it was likely that the College would be on target for 2017/18 and that there may be an opportunity to deliver a small increase on target if opportunities for redistribution became available nationally. Potential timescales and arrangements for this were discussed and it was noted that these were not yet clear. S Hewitt noted that it was likely that any increase in credit target could be accommodated within activity that was already planned without the need to run additional courses.

11. VP CURRICULUM AND ATTAINMENT REPORT S Hewitt summarised his report, highlighting the significant progress made in the development and accreditation of the Service Design qualifications and on the growth in interest for service design training. Developments in the Future Skills College provision were discussed and A McCusker noted that this had maintained 100% retention to date.

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12. STUDENT ASSOCIATION REPORT S Taylor noted that there had been a significant growth in the numbers of Class and Lead Representatives, Campaign Officers and Volunteers through the Students’ Association as follows: Class Reps Registered:

Arbroath Campus

Gardyne Campus

Kingsway Campus

Outreach Centres

Total

2016/2017 73 141 80 0 294 2017/2018 82 143 79 6 310

Class Reps Trained:

Arbroath Campus

Gardyne Campus

Kingsway Campus

Outreach Centres

Total

2016/2017 31 95 43 0 169 2017/2018 58 96 55 6 215

Lead Reps Registered:

Arbroath Campus

Gardyne Campus

Kingsway Campus

Outreach Centres

Total

2016/2017 5 11 6 0 21 2017/2018 8 10 17 2 37

Volunteers registered: Campaign Officers Registered:

Total 2016/2017 3 2017/2018 45

The appointment of Sarah Rennie to the role of Students’ Association Development Officer was noted alongside the positive impact that this role was having on Students’ Association activities and arrangements.

Total 2016/2017 5 2017/2018 13

13. DEVELOPING THE YOUNG WORKFORCE G Ritchie noted the report produced and progress being made by the Developing the Young Workforce (DYW) group. It was agreed that a fuller update on achievement against the DYW targets would be provided for the next meeting. G Ritchie to progress.

14. DATE OF NEXT MEETING The next Learning, Teaching and Quality Committee meeting will take place on Wednesday 14 February 2018 at 5.00pm in Room Y150, Gardyne Campus.

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Action Point Summary Action Responsibility Date Short outline/review of data on learners progressing at the same SCQF level and learners with extended learner journeys to be provided.

S Hewitt/ S Taylor 14 February 2018

Update on progress against DYW targets. G Ritchie 14 February 2018


BOARD OF MANAGEMENT

HUMAN RESOURCES AND DEVELOPMENT COMMITTEE MEETING

Minute of the Human Resources and Development Committee meeting held on Thursday 16 November 2017 at 5.00pm in Room A214, Kingsway Campus.

PRESENT: P Milne A O’Neill T Pirie L Addison D Fordyce G Ritchie

IN ATTENDANCE: S Taylor (Vice Principal) C Blake (Vice Principal) B Grace (Head of Estates) S Hewitt (Vice Principal)

1. WELCOME

P Milne welcomed members and welcomed Liz Addison to her first meeting as support staff Board member.

2. APOLOGIES Apologies were received from M Galloway, G Bisset and A Mawhirt.


4. MINUTE OF PREVIOUS MEETING The minute of the meeting held on 31 August 2017 was approved as an accurate record.

5. MATTERS ARISING

(i) Good to Great Event Outcomes G Ritchie summarised the Good to Great event in August 2017 and noted work undertaken since that time to begin to progress staff ideas and developments. The development of the Service Design Academy was noted. G Ritchie summarised developments in respect of the Curriculum Review and progress in respect of other projects and activities alongside the appointment of Kat Mansi as Good to Great Project Manager. G Ritchie noted that the next step was to develop the full project management infrastructure and reporting mechanisms. P Milne noted that the event and feedback was very positive and stated that she had watched the video of the event. T Pirie stated that she had attended the event and confirmed that it had been very positive.

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The next steps were discussed and it was noted that the project management and reporting structures were required relative to the key development themes and identified deliverables. S Hewitt noted the progress of the Good to Great portal and the range of staff ideas and proposals received and responded to. S Taylor confirmed that formal project reporting and updates would be provided to each future Board meeting.

(ii) Health, Safety and Wellbeing Committee Feedback B Grace summarised discussion held at the recent Health, Safety and Wellbeing Committee around stress related absences. It was noted that the overall stress absence level was low and B Grace confirmed that the reasons underpinning these absences were tracked and that appropriate support was provided. It was noted that trends in stress related absences were also tracked and investigated/resolved where possible. The importance of monitoring workloads and removing (as well as adding) to tasks and responsibilities was noted. C Blake confirmed that this was part of the range of discussions held.

All other matters arising were complete or included in the agenda.

6. SENIOR LEADERSHIP TEAM MASTERY PROPOSAL S Taylor summarised the Senior leadership Team (SLT) “Mastery” development proposal and highlighted that it had been requested by the Board Chair that this be discussed at the HR&D meeting. S Taylor noted that the plans reflected the desire to support the creation and maintenance of a high performing senior team and combined a mixture of practical strategic development activities alongside facilitated team development and individual coaching. P Milne welcomed the plans and noted the benefit in including 360 degree feedback as an underpinning methodology. This could either take the form of individual members of the senior team undertaking a 360 review or, there could be a senior team 360 where feedback is received on the performance of how the team is performing as a whole. S Taylor noted that this could feature as a part of the overall programme. D Fordyce noted work undertaken by Scottish Enterprise to draw on experience from recognised high performing organisations and T Pirie noted recent work she had undertaken in terms of “dark side” analysis to support awareness and development in managing challenging scenarios. These ideas were welcomed and would be picked up in discussion with the programme facilitators. It was confirmed that the plans were now at final draft stage and would be confirmed (along with the amended timetable) in the near future. Developments and approaches were welcomed.

7. VP PEOPLE AND PERFORMANCE REPORT S Taylor summarised his report, highlighting the approval by SFC of the new voluntary severance scheme subject to tighter controls on premature retirement costs and re-employment. Arrangements and issues in respect of these conditions were discussed. S Taylor advised that the timescale for opening the scheme had not yet been decided upon. Developments around Good to Great staff ideas and the College Wellbeing Strategy were also noted with interest.

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8. NATIONAL BARGAINING UPDATE G Ritchie summarised on-going discussions in respect of national bargaining for academic staff, highlighting that much of the recent discussions had been designed to establish a clear and agreed platform going forward. It was noted that no agreement had yet been reached in respect of the outstanding terms and conditions issues or any cost of living settlement for 2017/18. The arrangements to support the matching of promoted posts onto the new national salary scale and conditions were discussed and it was noted that it was unlikely that any local agreement on this would be reached. If this arose then arrangements would progress to national arbitration. G Ritchie noted concern around the potential costs associated with this, and highlighted that any move to level 2 for Course Leader posts would result in a significant increase in salary costs plus a reduction of 6 hours teaching per week per members of staff for a group of 67FTE staff. It was noted that funding for this change, and any other areas of change to conditions of service, was not uncertain and was unlikely to be met by SFC. P Milne asked if the promoted post arrangements represented transfer to the highest paid in the sector. G Ritchie noted that this was not clear and stated that the costs involved would likely result in a need to significantly restructure the College. Funding requirements and issues were discussed and C Blake confirmed that the Financial strategy would be updated in January to reflect changes in funding, costs and conditions of service impacts as appropriate. S Taylor noted developments to support staff annual leave arrangements and it was confirmed that these amended the leave year (and not individual leave entitlements). Developments in respect of a national Job Evaluation scheme were noted.

9. WORKFORCE PLANNING S Taylor outlined discussions taking place nationally to inform the approach to workforce planning for the sector. It was noted that this reflected the requirements raised through the Audit Scotland reports and would encompass Scottish Funding Council input to shape the final requirements. It was noted that the Workforce Plan would be a high level document that pulled together the key aspects of activities including the Financial and People strategies alongside curriculum review developments and CPD priorities. It was confirmed that a draft Workforce Plan would be developed for the next meeting. A Mawhirt/S Taylor to progress.

10. HR METRICS S Taylor summarised the metrics produced, highlighting that the FTE figures reflected the data required for submission within the SFC Annual Staffing return. This data was discussed and S Taylor noted plans to incorporate rolling annual headcount/FTE data from the next meeting onwards. This would show month by month totals building up into the full year figures. This change was welcomed. D Fordyce asked if this data included vacancies. C Blake noted that it did not but highlighted parallel work progressing to create a clear establishment report. S Taylor summarised the other metrics and noted plans to move to a rolling year figure for staff absences, bringing this into line with the absence metrics used across the College.

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The value of the “working days lost per FTE” measure was queried and P Milne noted the range of metrics and methodologies used within the DLA Piper benchmarking. It was agreed that these would be reviewed to further inform developments. S Taylor/A Mawhirt to progress. Changes to reflect progress through the tracking of staff induction were welcomed and it was noted that the OD cost per headcount could be estimated based on current budgets.

11. MEETING MINUTES/UPDATES The minutes of the Joint Consultation Forum, People @ D&A (People Strategy Group), and the Health, Safety and Wellbeing Committee, were noted with interest. B Grace noted developments in respect of the promotion of the Daily Mile initiative as a part of a project involving the Estates, Learner Engagement and the Landbased teams.

12. DATE OF NEXT MEETING The next Human Resources and Development Committee meeting will take place on Thursday 22 February 2018.

Action Point Summary Action Responsibility Date Draft Workforce Planning document to be prepared A Mawhirt/S Taylor 22 February 2018

Review of DLA piper benchmark methodologies to inform future HR metrics as appropriate

A Mawhirt/S Taylor 22 February 2018

BOARD OF MANAGEMENT

Correspondence

Paper K

Agenda Item 14

SFC Communications College Leaver Destinations 2015-16 Reports and publications, Statistical publications: SFC/ST/07/2017 Date: 26/09/2017

To inform stakeholders of the publication of the 2015-16 College Leaver Destinations measurements.

SFC Report on Widening Access 2015-16 Reports and publications, Statistical publications: SFC/ST/08/2017 Date: 26/09/2017

This Report presents data towards the Commission on Widening Access targets, and on Scottish-domiciled entrants to higher and further education in Scotland by socio-economic deprivation, gender, ethnicity, disability, Care Experience and Age.

Quarter 2, 3 and 4 Resource Returns 2017-18 Calls for Information: SFC/CI/07/2017 Date: 29/09/2017

The Quarter 2, 3 and 4 resource returns (incorporated colleges only) will be used by SFC to monitor the sector’s adherence to revenue and capital resource budgets.

Rural and remoteness funding review consultation Consultations: SFC/CN/01/2017 Date: 10/10/2017

To invite comment and feedback on the principles of distributing the rural and remoteness funding across Scotland’s college sector.

Final Additional Funding for Lecturers’ Pay 2017-18 Announcements: SFC/AN/14/2017 Date: 16/10/2017

Announcement of final additional funding to meet the additional costs of lecturers’ pay settlement in the period April 2017 to July 2018.

Student Support Funds: In-year management of AY 2017-18 allocations Calls for Information: SFC/CI/08/2017 Date: 17/10/2017

Colleges are invited to relinquish unspent student support funds or request an increase to their student support allocations for academic year 2017-18.

http://www.sfc.ac.uk/publications-statistics/statistical-publications/statistical-publications-2017/SFCST072017.aspx




http://www.sfc.ac.uk/publications-statistics/calls-information/calls-information-2017/SFCCI072017.aspx


http://www.sfc.ac.uk/publications-statistics/consultations/consultations-2017/SFCCN012017.aspx

http://www.sfc.ac.uk/publications-statistics/consultations/consultations-2017/SFCCN012017.aspx

http://www.sfc.ac.uk/publications-statistics/announcements/announcements-2017/SFCAN142017.aspx

http://www.sfc.ac.uk/publications-statistics/announcements/announcements-2017/SFCAN142017.aspx




College Outcome Agreement Guidance 2018-19 Guidance: SFC/GD/21/2017 Date: 26/10/2017

This guidance explains the process of negotiating an Outcome Agreement with the Scottish Funding Council (SFC) for academic years (AY) 2018-21. It also explains how we will monitor previous years’ Outcome Agreements.

College Student Satisfaction Survey 2016-17 Reports and publications, Statistical publications: SFC/ST/09/2017 Date: 31/10/2017

Summary information on the satisfaction and engagement of college students in Scotland, thereby supporting the Scottish Funding Council’s work with colleges on outcome agreements to measure and improve performance.

Early Statistics Return 2017-18 Guidance: SFC/GD/22/2017 Date: 03/11/2017

These notes of guidance explain the information to be collected in the Early Statistics Return 2017-18.

TRAC return 2016-17 Calls for Information: SFC/CI/09/2017 Date: 21/11/2017

This Call for information requests completion of the annual TRAC return by 31 January 2018 and the TRAC(T) return by 28 February 2018.

College financial statements and returns 2016-17 Calls for Information,Reports and publications: SFC/CI/11/2017 Date: 27/11/2017

This Call for Information requests copies of audited 2016-17 financial statements and associated supporting information by 31 December 2017.

Further details on the above Communications can be accessed via: http://www.sfc.ac.uk/publications-statistics/sector-communications.aspx

http://www.sfc.ac.uk/publications-statistics/guidance/guidance-2017/SFCGD212017.aspx








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