Business Strategy

John Smith

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Submission Date: 21 March 2012

PREFACE

At the time of writing, this report was an accurate reflection of ****, a Grade 1 ‘Oustanding College”. However, in March the college underwent an Ofsted inspection for which the outcome is not yet known.

Introduction

NBBC is a large provider of further education, higher education and work-based learning with around 900 staff (644 full-time and substantive part-time) and an annual income of approximately £29 Million. In 2010/11, the College provided for a diverse age range of learners from 5 – 88 years, with approximately 3,140 full-time, over 10,000 part-time and in excess of 2,300 work-based learners.

The College’s vision is to: • Continue to be graded ‘Outstanding’ by OFSTED with student success rates being in the top 5% for all general further education colleges; • Increase its market share in North Yorkshire and South Leicestershire and be recognised nationally for specialisms in Creative Arts, Logistics and Transport and the Built Environment; • Generate operating surpluses which enable investment to secure a continuing improvement in the experience of all students at the College and to increase the College’s impact within our local communities.

The College currently operates on two main sites, Bradford and Leeds, as well as outreach centres at
Filey, Bermuda Park, Grimsby, Harrowbrook and Bedworth and offers a broad scope of vocational education and training programmes, ranging from Entry through to Level 7.

**** are influenced by a board of governors and external factors such as funding and the government body Ofsted. With this in mind **** have to ensure that the quality standards are met and that students who enrol on courses are retained