Minutes of the Board - 7 October 2024

PART I – OPEN ITEMS

G. Mills in the Chair.

44/24. Declarations of Interest

P. Adams, as a candidate for appointment to the Board. He left the meeting for the duration of the relevant item.

45/24. Matters Arising

None.

46/24. Minutes of Previous Board Meeting (Appendix, Agenda Item 3)

The Minutes of the meeting held on 15 July 2024 were approved as a correct record.

47/24 Chair’s Announcements

The Chair made the following announcements:

1. Chair’s Action – none to report.
2. He welcomed M. Llewellyn the Student Governor (16 – 19) and Independent Governor elect P. Adams to their first Board meeting.
3. All governors were reminded to complete the mandatory development relating to Keeping Children Safe in Education 2024 by the set deadline.
4. Learning Walks – The Learning Walk Programme 2024 – 25 would consist of:
   1. Health & Social Care and Early Years Vocational provision (T Levels)
   2. Psychology and Sociology A Levels
   3. English and maths GCSE

Action: Learning Walk 2024/25 Autumn Programme date to be agreed and circulated to all governors by 08/11/2024

48/24. Change to Agenda Order

The following item was presented, to complete the process for appointments to the Board.

P. Adams declared an interest in this item and left the meeting at this point.

49/24. Recommendation from Special Search & Governance Committee 26 September 2024 (Governance Pack Item 1.i.a)

Application for Governor Opportunity
Further to S&G Min. No. 21/24, the Committee had reviewed the current Board Opportunity Wait List; one candidate was available for interview. The candidate had passed Due Diligence Checks and had met informally with the P/CEO. Following the informal meeting, the candidate had been recommended for formal interview.

The Committee had therefore interviewed formally the shortlisted candidate, based on an assessment of a submitted CV and application form/skills audit.

Having considered the skills and experience of the candidate, particularly their extensive experience in the education sector, the future skills requirements of the Board and to maintain quality governance, the Committee had recommended to Board that P. Adams be appointed for a Term of 4 years from 08 October 2024 to 31 October 2028 and be appointed to the Quality, Standards & Curriculum Committee with effect from 08 October 2024.

Resolved that: P. Adams be appointed as an Independent Governor for a Term of 4 years from 08 October 2024 to 31 October 2028 and be appointed to the Quality, Standards & Curriculum Committee with effect from 08 October 2024.

Action: Clerk to support newly appointed governor in Induction from 08 October 2024.

Mr P. Adams returned to the meeting.

50/24. P/CEO’s Strategic Review of 2023 - 2024 and Strategic Priorities for 2024 – 2025 (Confidential Appendix, Agenda Item 6)

The Board had been given the opportunity to view in advance the P/CEO’s strategic overview of 2023 - 2024 and strategic issues for 2024 - 2025. This presentation set out in detail information on:

• Staff
  • Welcome to new Staff
  • Staff Examination Success
  • Staff Long Service Awards
• Review of 2023 – 2024
  • Context July 2022, 2023 & July 24: Students and curriculum
  • 2023 – 2024 General Targets
  • Review of 2024
    • A Levels
    • Extended Diplomas
    • Other advanced qualifications
    • High Needs
    • GCSE Results
    • Progression into Higher Education: Academic and Vocational
    • Adult Work and Apprenticeships
    • Higher Education
    • Teaching & Development
    • Enrichment
    • Student Support, Safeguarding & WellBeing
    • Sport
    • Estates Summer Works
    • I.T. Summer Programme
    • Energy Efficiency and Sustainability
  • Planning for 2024 – 2025
    • Policy Landscape
    • New Government Policies
      • Finance: Funding & Pay
      • BTEC Reform
      • Change in National Policy Direction
    • Recruitment
    • Areas of Focus
    • General Targets

Having delivered the report, the P/CEO made the following additional observations –

• Regarding college Overall Achievement Rate. The confirmed overall Achievement Rate was likely to be c89%, increased from 87% for 2022 – 2023. A Level performance ranked the college between the 70th and 80th percentile nationally, or in the top 20-30 percent. The VP – ALs provided information on the additional interventions being put in place to ensure that all subject areas met target expectations in 2024 – 2025. The college enrolled students from a wider achievement range and had in place a programme of support and interventions to support the expectations of high-grade achievement.
• The college’s 2023 – 2024 GCSE performance was outstanding.
• Regarding Apprenticeships, performance, whilst good, and would have placed the college within the top 30% of colleges nationally based on published 2022-23 data, was not yet at the desired level and this was reflected in the targets set for 2024 – 2025. Regarding questions on why the achievement rate was not to target expectations, the P/CEO explained that the college had a robust offer, with outcomes above national averages. However, some employment sectors were sensitive to cyclical market forces, for example, Construction, which had impacted apprenticeship withdrawals. Regarding the lower number of starts, the VP, Q, I & A explained that the college enrolled more of its own apprentices but had withdrawn from sub-contracting several years ago. In response to a question about promotion of apprenticeship opportunities for existing students, the P/CEO confirmed that all students received the weekly agency newsletter and that there was evidence of students securing apprenticeships through these notifications.
• Enrolment. The P/CEO confirmed the college had recruited around 350 more 16-18 students than the 2024-25 funding contract and explained how the college was acting to ensure –
  • Quality of student experience in year. The college had invested heavily in estates projects across the three campuses to improve student learning centres and create new and improve existing classrooms.
  • Managing impact on staff and ensuring quality of teaching. The college had increased its teaching and student support staffing to ensure that there were sufficient skilled staff to deliver the additional teaching required and to support the needs of the larger student.
  • Good outcomes for students. The college would continue to invest in providing enhanced development support for teaching staff and further embed the quality enhancement process.
• The college had banned vaping across all campuses from September 2024. This had led to the anticipated impact of students vaping off-site. The college was working pro-actively with the community to mitigate the impact of this.
• Government policies. The government had announced that some subjects at risk of defunding would now be reviewed more quickly. Whist this was welcomed, the government had, however, not changed its position regarding the funding of the Teachers’ pay award.
• Recruitment 2024 - 2025: Higher Education. In response to questions on the impact of the current HE recruitment campaign funded by the project funding secured by the college, the P/CEO reported this had not yet translated into increased full-time enrolments though recruitment to the modular accelerator programmes was excellent. The college would implement a January 2025 recruitment campaign.

51/24. Strategic Development Plan – Year 3 Progress Report (Appendix – Agenda item 7.a)

The Board reviewed progress against the Strategic Plan Operational Implementation Plan: Year 3 (2023 – 2024) (previously circulated).

In response to questions –

• The VP, T&VE explained that, regarding the delivery of short courses in sustainable construction, as this provision required employer investment, enrolment numbers were low. However, an alternative full cost training programme had been delivered.
• The P/CEO explained that whist attendance had improved it was still below the 90% target set for 2023 - 2024. Attendance had been a challenge and the Board was fully aware of the reasons for this, having discussed reports throughout the year.
• HE Recruitment remained a frustration. The college had carried out a great deal of marketing activity and, as a result, some areas have recruited well. Nationally, HE in FE was facing challenges; the Board agreed that the college had a good offer and should continue to work to increase enrolment.

52/24. Strategic Development Plan – Year 4 Implementation Report (Appendix – Agenda item 7.b)

The Board reviewed the Strategic Plan Operational Implementation Plan: Year 4 (2024 – 2025) (previously circulated), to seek assurance that the planned operational projects would deliver the expected impacts. This was the final year of the college’s current Strategic Plan.

In response to questions –

• Senior leadership considered that the college had sufficient resources and capacity to deliver the projects, notwithstanding that the college had not been able to attract all the capital required to invest in the estate because of the lack of an FE capital programme.
• Regarding preparation for 2025 – 2026, senior leadership were already developing strategies in anticipation of further increased enrolment at the college, due to the forecast growth in eligible population in the County and the implications that held for managing estate capacity, teaching and student experience. The college encouraged early applications and engagement with the college, to support planning and identify challenges.

The Board agreed that the Operational Plan supported its ambitions for the college as set out in the current Strategic Plan. The biggest strategic challenges remained securing sufficient teaching and enrichment space, and these would influence the development of the next Strategic Plan. The Board therefore faced some challenging decisions as part of the development of the next Plan.

M. Needham, (D – C, A & M) and N. Richardson, Director, Source attended for this item.

53/24. Strategic Discussion – Shrewsbury Colleges Group Re Branding Project (Appendix, Agenda Item 8)

As the Board was responsible for the educational character of the college, governors were presented with the creative design options worked up by a local marketing agency, Source, engaged to assist the college with developing the creative aspects of the rebrand project.

• The Board had approved the rebranding of the college to Shrewsbury College as part of the current Strategic Plan.
• Source and the college’s marketing team had held meetings to gain insights into how the college was perceived by the college senior leadership and staff.
• This had led to the creation of several creative design options which would now be consulted on; the next phase being the selection of the preferred option.

After the presentation, governors discussed in groups the merits of the various options presented. The discussions centred around how the chosen option should represent the college and be impactful within a competitive marketplace. Governors provided feedback on their preferred options and colour themes from the five presented, to refine further the designs, which would also be presented to staff in November. Following this feedback, a final option would be selected.

It was agreed that the final chosen design should –

• Work both in the physical and digital space.
• Represent not only the college’s heritage but also its aspirations for the future.
• Be adaptable and sustainable.
• Represent the core strengths of the college –
  • Student centred
  • Excellence in delivery
  • Progression focused
  • Employer of choice

The final design would be become the new ‘visual’ for the college as part of the rebrand to be launched from September 2024.

Having considered the options presented and given feedback, it was

Resolved: That, in accordance with Instrument 18, an application be made to the Secretary of State to change the name of Shrewsbury Colleges Group to Shrewsbury College.

M. Needham, (D – C, A & M) and N. Richardson, Director, Source left the meeting.

54/24. Risk (Appendix, Agenda item 09)

To support informed discussion, any changes in risk movement were highlighted in risk reports the committees received.

Having been advised of this, the Board reviewed those risks specific to the Board and agreed that the risks have been appropriately identified and the management actions reported were effectively mitigating these risks.

55/24. Date of Next Meeting

Monday, 09 December 2024 from 5.30 p.m. Venue – Higher Education Centre, London Road Campus.

56/24. Governance Pack

Precis of Minutes of Committee Meetings with no Recommendations for the Board

The Board Chair explained that, as part of the actions arising from the recommendations in the recent ERG Report, going forward, committee chairs would present to Board a precis of the meetings, to ensure that all governors were aware of the key issues discussed at each committee whilst ensuring that the majority of time spent in Board meetings was reserved for strategic discussions.

Committee Chairs presented a precis of the following -

1. Quality, Standards & Curriculum Committee – 31 September 2024
   The Committee had focused on reviewing the college's performance in the previous academic year, preparing for the upcoming OFSTED inspection, and discussing strategies for improving student retention and attendance.
• The Committee had agreed that overall outcomes were positive; attendance remained a key focus that it would continue to monitor.
• The Committee agreed that a briefing on the implications of the wider political landscape for the college and the circulation of the latest PREVENT Risk Assessment be included in the Annual Safeguarding Report presented to Board in December.
2. Finance & Business Operations Committee – 01 October 2024
   The Committee had focused on reviewing the college's performance with respect to –
• The college’s HR Annual Report for 2023/24. The Committee had discussed recruitment, retention, and professional development strategies. The college had seen positive results in these areas, including a decrease in staff turnover which was already much lower than sector norms.
• Delivery of estate improvement projects across the campuses, including new classrooms, workshops, and other facilities.
• The college’s financial performance in the 2023/24 Outturn. The Committee had noted a positive outturn despite challenges from lower HE enrolment, higher pay awards and the impact of inflation on other costs.
• Financial forecasts against key provision areas. The Committee had also discussed strategies for addressing future challenges, such as affording unfunded pay awards and the continued challenge of estate capacity strain due to increasing student enrolment.

57/24. Board KPIs 2023- 2024 including Attendance Record of Governors 2023 - 2024

The Board continued to demonstrate a track record of progress in achievement and improvement against targets set.

58/24. Register of Confidential Items Considered by Board 2023 – 2024

The Board had placed relatively few items in confidential session and only when it was necessary to do so. Therefore, the Board continued to demonstrate its commitment to transparent and open governance.

The meeting ended at 8.04 p.m.