# data[].attributes.body
Dates need Alignment with UoC boards - condenses semester lengths.

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Good team working is essential to on-boarding need excellent team work between all staff both academic and admin to ensure conversations are current and continue throughout the enrolment process. To ensure cross-referencing is undertaken at every opportunity, to avoid slippage. Moreover, to ensure academics are aware of any negative customer feedback,

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One department approach to learners on programme experience

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One of the most positive developments this year has been the noticeable departmental support for staff. This support has manifested in various ways, such as supporting staff at times when staff well-being is compromised. This results in making staff feels more valued and empowered, which has, in turn, improved their ability to deliver high-quality education and support to students.

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Issues with apprentices who don't actually want to be apprentices! - this has resulted in a number of withdrawals this year

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Continued integration of apprenticeship standards within academic teaching

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Staff loyalty is not rewarded.

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Learners signed on to longer apprenticeships when they only wish to complete the first part of the academic qualification

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Student experience has been varied, due to many factors. for some it is the intensity of returning to education, for others it just a continuation of their journey. But for many it is the access and information difficulties, that cannot be resolved at speed. These are sometimes difficult and time demanding to resolve, ultimately causing problems for new starters, from the get go.

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Excellent cooperation has always been the mainstay of the people within the department, and hopefully it will continue, as the team grows and develops.

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Companies offering learners positions who may not be academically capable of completing the highest qualification within that apprenticeship

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We can be confident that our delivery is high-quality but, for various reasons (some internal, some external) we are proper pants at the tracking.

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CPD for coaches driven by supporting learners using the expertise of academic staff

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Working towards a streamlined interview process that incorporates both the academic and apprenticeship interview with the Line Manager present

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We deliver High Quality Curriculum that has been quality stamped by various accrediting bodies.

Our students achieve top level classifications with over 50% of our students achieving a first class honours degree.

The data that is available to the COL for curriculum is not useful and is wrapped up in to apprenticeships. This is not useful as I need this per academic course, not per apprenticeship.

Progress monitoring systems are clunky and take teaching staff an unnecessary amount of time to complete.

Communications with the University are improving, however the timing of academic boards are very unhelpful and mean that we are often rushed to ensure that everything is in place.

The IT facilities have improved, however there are still ongoing issues with certain IT packages that are installed remotely.

Currently there is no official way of being able to measure students progress across a 3 year programme., without the need for specialist and coded reports being written and even these don't produce the detail needed.

Stakeholder engagement is strong with the coaches communicating with employers on a weekly basis.

Student experience I feel could be stronger with a more of a HE presence felt across the college. This would strengthen their engagement with the College and make them feel they are part of the college as well as their employer.

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Strong integration between academic and apprenticeship staff

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The whole on-boarding process for HE (Apps, company funding and self funders) feels disjointed and leads to a lack of clarity with regards to total numbers coming through to the department.

Although HE started to have its own identity in the College, this seems to have disappeared. There are still people in the local area who do not know we deliver HE. Case in point at the last golden apple awards, a local counsellor did not know we deliver HE, how can this be the case?

Students are not receiving the same experience when on-boarding regardless of their funding route and this can have a negative impact on the students experiences.

Our stakeholder engagement as a department is positive, I feel that employers understand the curriculum and the apprenticeship routes we offer.

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Developing use of the KSB's as the driver for the apprenticeship review. Moving from the coach leading the review to it being learner led with them bringing examples from college and the workplace and linking directly to KSB's.

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Highly experienced and qualified staff

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sign up process - area to strengthen - streamline the administration.

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Staff are adaptable and willing to take on new challenges

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Lack of understanding of staff support from senior managers around specialisms. Such as length of time taken to advertise a science technician to support 3 HE and 1 FE programmes.

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The college does not provide adequate support when staff members take on new roles. This can easily be interpreted as the college believing that our salaries do not reflect our current job responsibilities, thus justifying the additional workload (not very nice feeling!).

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When starting a new intake, there are many times when students do not have access to Canvas and other internal systems (email). This not only stops them from progressing with fellow learners but goes against the college's policy of only communicating through college email. Registers are often unpopulated for many weeks, time consuming entering a class of 30 several times a week.

Learners often removed from the system over summer break, despite being on a continuous program, and lose access to work and resources.

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Curriculum Development and Delivery Model

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Curriculum Development and Delivery Model

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Academically we strive to ensure all students are positioned initially on the correct course of choice, this is imperative to ensuring the a positive start to the learner journey. Canvas has been a great tool of choice for our learners and must be serviced continually. Hence, the question of ensuring prime movers are in place prior to the arrival of all newbies.

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Employer feedback suggest that more information regarding the students progression on the academic course would be appreciated. This would assist the employers (direct Line Managers) specifically target areas the learner feels they need to strengthen

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At NCfN, our success stems from exceptional teamwork. Regular meetings enhance communication and unity, while experienced teaching and administrative staff ensure excellence and support. Together, we create a thriving, collaborative environment.

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Data from UoC - how does this transpire through to data services and sign off on EBS and Salesforce?

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An understanding of the timeline for data services to complete on boarding once the apprenticeship paperwork has been signed

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Sometimes, students don't have access to Canvas and email. If possible, could we have IT assistance in the Nuclear building during the first few weeks of the semester?

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The Higher education department of Lakes college delivery team is experienced and well organised. The satisfaction of the learners is met by the effective student support, stakeholder engagement and effective communication.

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The college doesn't invest in individuals specific professional development. for example, training people in to roles and upskilling the workforce rather than going straight to external recruitment

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High EPA 1st time Pass result across Level 6 nuclear apprenticeships (87.5% first time pass rate for level 6).

We also have a high number of students, who after completing their level 5 apprenticeship chose to continue studying with us for their Degree and level 6 apprenticeships.

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Level 5 EPA timings are set to allow a seamless transition to Level 6 Apprenticeship - However DAS alignment needs looked into

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Marketing and recruitment events have to be more orgainised and regular. The marketing team need to be more proactive in targeting the potential audience. During the marketing of new degree programme, we have shared the list of over 30 industries linked to renewable energy businesses, which was supposed to be the target audience for the marketing team. The finance department should allocate more budgets for marketing of the degree programmes, especially the new degrees.

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We do deliver courses dependent on local and regional need and our new courses are looking to the future. We need to continue to do this to be sustainable.

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Strong employer engagement within the majority of apprenticeship reviews

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Good engagement with apprentices and line managers. open communication meaning support can be identified when needed

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Communications from the main building are often last minute/not sent far enough in advance - often, this means that HE students miss opportunities. (E.g. guest speakers, opportunities for involvement in interviews etc, enrichment activities etc)

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Strong support around EPA's with high achievement rates

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We rarely need to chase our ex students to figure out how they have progressed. The reasons...

We deliver courses and qualifications that employers have asked for, so students are either already in employment and progressing, or quickly enter employment. Added to this, our students often return to us to send more students.

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On-boarding can feel disorganised with various stages taking place at different dates, and quite often with very tight deadlines/time frames (interview, skill scan, TP, etc) - which sometime leaves a negative initial impression with the students.

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Resources: There is no full access for students to journals; any access requires them to go through the learning resource centre, which they might sometimes miss, leading students to rely only on websites. I think we should start considering providing access to these journals through Google Scholar.

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Well all need to embrace AI in all possible areas within our teaching and communications.

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Currently working on the BEng dissertation hand book to be updated and reviewed. The aim as to have a solid and detailed document that can be used as guides for both supervisors and students.

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To elevate professional standards, I recommend extending the CPD time frame. This initiative will empower educators to deepen expertise, adopt innovative methods, and stay current with industry trends, fostering a dynamic learning environment.

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Achievements:

Bachelors (43% 1st) - 12x 1st, 13x 2:1, 3x 2:2

Fds (17% D) - 5x D, 20x M, 4x P

HNC (17% D) - 2x D, 6x M, 4x P

HND (22% D) - 4x D, 11x M, 3x P

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The career support team has dedicated significant time and effort to assist students in reaching their potential. However, there is always room for improvement. Implementing mock interviews, arranging educational trips, and inviting more external speakers to engage with learners could enhance the program further.

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Full visibility across the college is required to ensure that all learners are signed up in a timely manner

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The new curriculum was validated by OU, which was quite intensive and detailed. The training and practical resources are well structured in the module delivery. Although the new practical equipment was procured for new degree programme, however, we have successfully utilised that in our current engineering modules. Which shows the effective use of the financial resources.

Curriculum development is the key to achieve effective learning outcome. There should be a set protocol to modify or update the modules after every 4 years of delivery. The teaching resources also need to be updated regularly including digital library.

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At the start of the learner's journey, we should increase communication with employers to ensure that the chosen course aligns with the learner's skills.

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The apprenticeship meetings we have with our coaches, HE progress and welfare coach and tutors give an opportunity to raise positive and negative issues around learners. This enables us to support our learners holistically and ensures the department takes an interest in the wellbeing of all learners.

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The higher education team is having the culture of effective communication, support and collaboration. The team managers and leaders are also very helpful and positive in timely supporting the staff.

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The communication between staff members and managers at NCfN has noticeably increased this year, with regular department meetings on Fridays. If possible, consider increasing administrative work time during the week.

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Full completion or success cannot always happen around the constraints of the annual academic pass-out, due to many factors of the university system, re-sits, re-takes and breaks in learning for example. This ultimately gives misleading indicators of progression and overall achievement.

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Application and Enrolment Activities:

The current application process for HE apprenticeship's is disjointed (some elements are currently being looked at),this can cause missed and late sign ups having a negative effect on funding, the curriculum team's registers and the students access and employer engagement.

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Apprenticeship starts for Curriculum planning is challenging as this is often a best guess. This can have a knock on effect to coaches numbers and impact staffing

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Enhance the college library facilities for construction studies by adding more books and journals.

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Coaching model is used effectively and students are supported throughout their apprenticeship.

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Experienced teaching staff are always there to provide support when needed. Their extensive knowledge and dedication ensure that students and colleagues alike receive the guidance and assistance they require. Whether it's through one-on-one mentoring, classroom support, or offering professional advice, these seasoned educators are committed to fostering a positive and productive learning environment. Their presence and willingness to help play a crucial role in maintaining the high standards and good reputation of our institution. We appreciate their hard work and the invaluable contributions they make every day.

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The higher education department of Lakes college effectively Helping all students achieve their potential, by professional delivery strategies including;

Implement teaching strategies that address diverse learning styles and abilities. Use a variety of instructional methods to engage all students effectively.

Provide access to academic support services such as teaching, mentoring, and counseling. Identify and assist students who may be at risk of falling behind.

Leverage technology to enhance teaching and learning experiences. Use of educational software, online resources, and digital tools to support diverse learning needs.

Having the culture of collaboration among teaching staff. Encouraging sharing of best practices, co-teaching, and peer observations to continuously improve teaching quality.

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Close out meetings with employers upon completion of apprenticeship.

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Recruitment events do not attract the learners for HE, Open events usually targeted at year 11 school leavers and do not include 6th forms who would be looking to progress to HE.

Sign up process lengthy, complicated and labour intensive, involving various different departments

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Students rely on Canvas to access resources provided by their tutor. However, even halfway through the semester, many students still lack access to Canvas. This creates a significant hurdle for them to stay updated and engage with the course materials effectively.

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The higher education team is committing to provide effective delivery priority skills. However, there should be an implantation strategy of the best practices across college in lakes college. These best practices could be;

1. Holding regular and well-organized parent-teacher conferences to discuss student progress and address any concerns.

2. Organizing cross college community events, such as sports events, clean-up drives, charity fundraisers, or cultural festivals, to build community spirit and involvement.

3. HE teachers are professionally providing customer service including, teaching, mentoring, helping students with practical learning, timely response for emails, procedures for handling students issues or problems, and professional conduct.

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Apprentices feel well supported by their coach. This enables them to feel comfortable to discuss any issues and helps build good stakeholder engagement.

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The good reputation of the HE at NCfN at Lakes College should be maintained and handled seriously, especially since three of our most experienced staff members are retiring. We are seeking good replacements, if possible. To avoid delays and ensure a smooth start in September, we should expedite the job posting and marketing processes.

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Pleasant and welcoming learning environment for all learners, the coffee shop makes a great addition to this when it is open and helps bring the college together.

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Development and enhancement of off boarding learner questionnaire

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As part of marketing and recruitment events, it might be suggested to increase the publics engagement by sending invitations to the local authorities such as schools, company, and community for workshops, or/and conferences such that we did last Semester.

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Financial Planning has become a new focus for Curriculum Planning this year, which has been overseen above the department previously. This is adding pressure to ensuring all staff are utilised as efficiently as possible.

New curriculum has been validated for use in the next academic year, which will help focus the re-design of the current curriculum for a January 2025 start.

Course administration is becoming more difficult without a full dedicated outlet for storing data from the University. University Board timings are making it difficult to plan curriculum, whilst giving enough time to deliver the number of hours required.

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To prioritise skill development, I recommend offering paid short engineering courses and consulting services for local companies

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Student support is good - the students know who to contact with concerns and queries.

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Achieving a healthy work-life balance is crucial for teaching staff at NCfN. Prioritise your time and set clear boundaries between work and personal life. Take regular breaks and engage in hobbies to recharge. Utilise available support systems and embrace flexibility to reduce stress and improve well-being.

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We often overhear students referring to "being at Uni'", this is a great reflection on the atmosphere, support and expectations that we have established.

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Effective off-boarding can lead to positive outcomes for both the departing students and the organization. An outline focused on the key aspects of off-boarding, could be;

1. Clear communication

2. Recommendations and References

3. Career Counseling

4. Job placement assistance

5. Alumni programs

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FE Application process lengthy and repetitive in interviews. Time consuming and has many sections which are not relevant.

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Positive relationships with Employers - strengthening stakeholder engagement (workplace visits etc). Students often don't know start date/timetables far enough in advance - we get lots of queries re. this.

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It is something that we should make more noise about. We deliver courses and qualifications that change lives. FE also does this, but HE has a greater impact across generations. Anyone growing up in a household where parents/careers have HE experience are vastly more likely to progress themselves. Lakes has always (rightly) been proud to describe ourselves as a Community FE College NOW we need to extend that concept to ALSO being a "Community HE College".

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Buy in from Line Managers for the Apprenticeship process as often they are not involved until the first review and have little understanding of what is expected of them

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We need some motivation and staff engagement programs, such as staff outings or other activities, to help create a friendlier work environment

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More resources needed at HE level, such as books, journals, and previous studies to allow our learners to research efficiently in projects and dissertations.

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We don't share and celebrate successes well enough. Often the coaches are not aware of a high exam mark or exemplary assignment until the student informs us.

Is there a robust standardised process for informing students of results?

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Recruitment events

These are often not pitched well for what the NCfN can offer. More specific open events would be beneficial to our intake ie. invite employees thinking about applying in to chat about what the course/apprenticeship involves.

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Rooms bookings / availability of rooms. Not enough rooms available for reviews and rooms being used when already booked out.

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I would like to see us offer more to the community in terms of adult education/ skills.

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There is a big push to get learners to complete MEQs, getting access to these (easily!) would enable tutors to look at improving modules and course timetabling.

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Departmentally we work well and I feel part of a team. However, when it comes to the rest of the college we are often excluded from communications and events. Success in the department is often played down and given less recognition than in other departments in the college.

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The NCfN is a professional environment where Staff and Students are respectful and polite - creating a positive learning space for students.

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Low attendance figures for graduations.

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HE often under-advertised. Results in few learners from open days and events.

Large engagement from employers and good relationships with stakeholders sees decent numbers each year for intake in HE.

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Challenge for both academic staff, COL's and students:

Increase in student numbers combined with lack of space to accommodate and available teaching ours has a negative impact on the timetable being completed and shared in a timely manner. This has a negative impact on the staff and students and often results in student complaints. Going forward clearer visibility of forecasted numbers where possible or a provisional timetable available to students at the beginning of summer.

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We are forward thinking and we deliver training specific to the requirements of the local industry.

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In the last two years students have difficulties accessing the Engineering Software. This in turn has negative impact on the students performance and their learning journey. Just to make it clear here,, the problem is not with the software's licenses so far but its about how the software's set up as well as the way of accessing them.

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The teams in the NCfN work well together, but we can sometimes feel disjointed from the main college

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The NCFN is a calm place for our learners to study with staff on hand to offer support when needed.

However there is a lack of resources available to the students such as books both physical and digital and the building is not available to the dissertation students during summer/ some half terms.

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Apprentices are asked for their feedback following completion of their apprenticeship, which can be used for development for both the coach and the team which works well