Coleg Sir Gâr and Coleg Ceredigion Board Meeting Minutes - Thursday 17 October 2024

Agenda item

Main discussion points

Action/decision

1

Meeting Governance

24/16/1.1

Apologies for absence and declarations of interests

No apologies for absence were received.

Mrs Sharron Lusher declared interest in two items within the Principal’s Report, which she has consulted on. These were the staff pay review and the Medr strategic plan.

24/16/1.2

Coleg Ceredigion

Approval of the unrestricted minutes of the last  Meeting: 27 June 2024

Coleg Sir Gar

Approval of the unrestricted minutes of the last  Meeting: 27 June 2024

The Board CONFIRMED the UNRESTRICTED minutes of the Coleg Ceredigion Board meeting held on Thursday, 27th June 2024, as an accurate record.

The Board CONFIRMED the UNRESTRICTED minutes of the Coleg Sir Gâr Board meeting held on Thursday, 27th June 2024, as an accurate record.

24/16/1.3

Matters Relating to Coleg Ceredigion

There were no matters not already included in the agenda relating to Coleg Ceredigion.

24/16/1.4

Matters arising and Action points not covered elsewhere on the agenda.

• CSG CC Board Rolling Action Plan

The Committee noted that all actions within the applicable timescale had been undertaken.

• Rhys Taylor had kindly agreed to take on the role of ALN Link Governor.

Action: Clerk to arrange for Rhys Taylor to meet with the ALN Team.

2

Matters for Discussion and/or Approval

24/17/2.1

Strategy Consultation Feedback from the Student Union

The President of the Student Union, Ms Hannah Freckleton, presented feedback from the Student Union on the Strategic Plan to the Board.  This was presented in Welsh.  It was NOTED:

• Collaboration, community, and inclusivity were highlighted as important within the purpose. Strengthening the community within the College.  The learners appreciated the emphasis on rebuilding what was lost due to the COVID-19 pandemic.
• Within the vision, while the learners recognise the environmental benefits of a 100% digital approach, they’re also aware of the challenges this may present, so a balance between digital and paper resources would be preferred.
• The learners felt ‘learner at the heart’ should be prioritised before ‘being renowned as a centre of excellence.
• Within the values, the learners felt that “Be Curious” should be included.
• Within the strategic priorities, the learners highlighted the importance of the Welsh language, culture, and heritage and stated that all cultures should be celebrated and valued.
• The use of the Welsh language within the College needs to be supported, and feel it is not used enough, often with learners lacking confidence.  An emphasis on “to try (and use the Welsh language)” was necessary.

The President of the Student Union asked the Board how we can emphasise the use of the Welsh language within the College.  The Board split into five groups to discuss and record ideas on how the College could emphasise using the Welsh language concerning the specific topic they were given.  These ideas would be taken away, collated and fed back at a future meeting.

The Board thanked Hannah Freckleton for her excellent presentation.

24/17/2.2

Strategic Plan 2024 - 2030

The Board RECEIVED and CONSIDERED the fifth iteration of the Strategic Plan for 2024 – 2030.  It was NOTED:

• The CEO met with Student Union representatives to discuss the Strategic Plan, and they offered excellent thoughts and feedback.
• The Welsh language as a strategic priority seeps through everything the College does, and the last agenda point was to help direct where emphasis on the Welsh language can be included within the strategic plan.
• The draft strategic plan has been through the Unions, and they have had an input.
• The Board were asked to raise any issues or concerns with the Strategic Plan and further input.
• The draft Strategic Plan will shortly be sent out to all staff and learners for feedback through November, and the final draft will be brought to the Board for ratification at the Board meeting on the 12th of December 2024.
• Once this has been ratified, the new Strategic Plan will be publicised, and the College will engage with an external marketing company to communicate this plan effectively to internal and external people and bodies.
• The board members were asked to focus on and provide feedback to the CEO on the strategic priority of “economic and social prosperity” and whether this was strong enough.

Feedback from the Board was positive, with a few questions.

A question was asked if the plan was too “all-encompassing” and what choices were made on areas not to include, showing that significant prioritisation has been made.  It was NOTED that this is difficult to answer; however, one area was digitalisation.  This is needed, but feedback from the learners highlighted the need for a balance between digital and paper-based work.  This asks the question, does the College need to be so aspirational in this area?  The breadth of the plan was significant. However, the plan covered five years and was ambitious.  An operational plan will sit underneath, which will be updated as the plan builds towards the fifth year.  

A comment asked if there was a way to condense the vision’s focus, which some Board members considered a bit long.

A Board member commented that when they read the plan, it did not specifically make the reader feel that this was about Coleg Sir Gâr. The content was excellent and, although difficult to achieve, should be considered to see if it can be more identifiable to the college.

A Board member stated that when they read the plan, they read it as a five-year plan, and the working document will need to be flexible and respond as the priorities are addressed. They felt the plan was appropriate and understood it as a working document.

A Board member asked if there is scope to review and refine the plan and link in with local secondary schools and if some joint priorities could be agreed upon and work collaboratively.  It was NOTED that this would be considered.

A Board member commented that a way to articulate what we wish the College to look like and achieve in five years’ time could be considered to help set the priorities.  It was NOTED that KPIs and milestones would be considered, and these comments would be taken away and discussed.

24/17/2.3

Principal’s Report

The Board RECEIVED the Principal’s Report. It was NOTED:

Welsh Government:

• A new cabinet in the Welsh Government has been formed.  Key posts relating to post-16 education include:
• First Minister: Eluned Morgan
• Deputy First Minister and Cabinet Secretary for Climate Change and Rural Affairs: Huw Irranca-Davies
• Cabinet Secretary Education: Lynne Neagle
• Minister for Further and Higher Education: Vikki Howells
• Minister for Culture, Skills and Social Partnership: Jack Sargeant
• The Deputy First Minister visited Gelli Aur in September to see the research being undertaken at the campus.
• The Welsh Government has also formed a new department responsible for Tertiary Education (TED).

Medr:

• Medr officially launched on the 1st of August 2024.
• Medr is currently consulting on its strategic plan, with the consultation closing on the 25th of October 2024.

Review of Post-16 in Ceredigion:

• The official report will be passed on to Board members when available.
• The initial review highlighted four potential options, with two of these options taken further.
• One option would be to build on the current situation in Ceredigion. First, post-16 provision would continue on the six existing sites. The six current Governing Boards would continue with their current roles in terms of governance up to 16 but agree with the Local Authority to form a Strategic Board that would manage the Authority’s post-16 budget, ensure suitable arrangements for joint curriculum planning, and then commission the provision from the schools, e-sgol, and other partners.
• The advantages and disadvantages of this option were received and discussed.

  [Mike Theodoulou left meeting – 17:27]

Learners:

• The meeting was delighted to receive information on the learners representing the College at the UK National World Skills and Skill Building competitions in November 2024. These will be held in Manchester and Milton Keynes, respectively.
• The 2025 National Finals will be hosted by Wales, which offers a great opportunity.
• Recognition should be given to these learners. It was agreed that they would be written to congratulate them on their achievement.  
• The Board noted that celebration events take place and that Board members are welcome to attend them.  Information would be sent out on these events.

24/17/2.4

College Business Modelling

The Board RECEIVED the College Business Modelling 2024/2025.  It was NOTED:

• The report covered four main areas: context, challenges, what we have done, and the focus for 2024-2026.
• Context:
• A challenging financial landscape across Wales.
• Apprenticeships reduced by 14%.
• Student HE fees not having increased.
• Maintenance of Estate.
• Challenges:
• New Government – what will this change?
• Senedd elections in 2025.
• The advent of Medr – new funding methodology and/or regulation.
• ALN Bill
• Funding allocations.
• What have we done (and will continue to do):
• Strategic Plan – great strides in achieving the strategic priorities.
• Historical pattern of very good financial and risk management.
• Made very good use of extra WG funding to support learners and make savings.
• Made necessary changes to operations in light of COVID and subsequent times of austerity.
• Championed and succeeded in the rationalisation of the estate in Carmarthenshire by 2028.
• Ensure that operations are always effective and efficient - learner-centred.
• Focus on 2024-2026 (areas for consideration):
• This will not be easy - previous cost-cutting measures have made the College lean.
• Staff costs (Volunteer and Compulsory Redundancies).
• Student transport (taxis and buses - will this affect recruitment?).
• Commercial income - through UK and international markets (both will require extra resource).
• Further digitalisation of processes comes with a cost of software and implementation.
• Closing or partially closing campuses - politically challenging, and timing is everything - impacts recruitment.
• Reduce non-pay - but still need to operate.
• Outsource some College functions - these have to be cheaper alternatives with at least the same quality.
• Merger - creating greater economies of scale and ability to absorb existing and future cost pressures.

[Ms Hannah Freckleton (2024/2025 Student Union President) (left meeting 17:37]

A comment was made that other arms-length bodies are being pushed to share resources, procurement, payroll, and services, and it was asked if this could be looked at in more depth. It was NOTED that the College works within the group structure and shares some services, such as a procurement officer. The College has already started working with Pembrokeshire College on procurement in August.  Other areas are currently being looked at.

A question was asked if there was a P&L according to area, i.e., FE and HE. Are some parts of the College’s offering more profitable than others? It was NOTED that the answer is yes, although it is complicated to get it accurate with cross-over teaching of FE and HE and many areas of mixed curriculum.  Group sizes are key, and it can work adversely with a large intake requiring more staff. If some learners drop out, this can affect the financials of a well-attended course.

A couple of questions were asked: what would be the maximum acceptable deficit for this financial year, and what are the next steps?  It was NOTED that, at the moment, the College is working on a £2 million deficit and looking at trying to eradicate as much of this deficit as possible, which is challenging.  Regarding the next steps, funding allocations should be available in January 2025 and will be a key driver in deciding what decisions must be made.  The College’s recruitment numbers have been positive; hopefully, this will help drive funding income.

24/17/2.6

Financials

1. Draft Financial Outturn 23–24 (high level)
2. Budget Update 24-25 (Verbal)

The Board RECEIVED and CONSIDERED the draft financial outturn 2023/2024.  It was NOTED:

• High-level cash and surplus results. These are subject to an external audit, which commenced on October 7th and runs for four weeks. Greater detail and analysis will be presented at the November Resources, Resilience, and Partnerships Committee meeting and then to the Board at the December meeting.
• For the FE Group the budget was for a £89k loss which has come in at a £54k loss, an improvement of £35k.
• For Coleg Sir Gâr the budget was for a £92k loss which has come in at a £90k gain, an improvement of £182k.
• For Coleg Ceredigion the budget was for a £3k gain which has come in at a £144k gain, a reduction of £147k.
• Cash analysis showed true opening cash at £17,091k with true closing cash at £17,363k – an improvement of £272k.

The Board RECEIVED and CONSIDERED the Budget Update.  It was NOTED:

• Very early for the first re-forecast (due to be presented in the February Resources and subsequent Board meetings). At this point in time, whereas there are some expected movements, the forecast net position remains unchanged:

£’000

Budget Deficit:        (2,121)

Closing cash           15,159

Cash Movement     (1,803)

• The FE funding allocations for 2025/2026 will be critical to inform decision-making in 2024/2025. These should be known early next year.

24/17/2.7

Recruitment 24/25

1. Recruitment 24/25 (current position & Budget Impact
2. Enrolment numbers for FE & HE

The Board RECEIVED and CONSIDERED the current recruitment position, budget impact, and enrolment numbers for FE and HE.  It was NOTED:

• FE full-time has remained relatively buoyant and slightly higher than last year, and whilst this is very good news (highest level in years), it is unclear if we will hit our WG target at the 56-day census.
• 3039 Full-time FE students are the target, with the College having 3287 currently enrolled.  The dropout estimate indicates a fall to around 3024.
• FE part-time currently has no areas of significant concern: 98.7% was achieved in 2023/2024 vs. a target of 97% (to ensure no clawback). There is no indication that 100% of the target will not be achieved again this year.
• HE full-time continues to decline year on year (306 vs 322 pre-dropout). That said, the budget was prepared based on a reduction, and as such, we will be close to achieving the target. Part-time employment is also under last year’s number (318 vs 348), and although the budget did cater to a reduction, further adjustments may be required.
• WBL showed an improvement against the target in 2023/2024. A similar contract value is assumed for 2024/2025.
• PLA is strong, and the target will be exceeded. The allocation is part of the part-time funding pot from this year onwards.
• School 14-19 programmes continue to recruit well, and recruitment is in line with expectations.  Income reflects direct costs in this area.
• The recruitment plan and strategy have paid dividends over the past two years.  HE numbers have declined, although this is in line with national trends.
• The CEO wished to record his thanks to all staff for their huge effort and work on the excellent recruitment and retention of learners.

A question was asked about the size of the College’s pre-covid market share compared to current figures.  It was NOTED that the numbers are almost back to pre-covid numbers.  Market share was around 57% to 58% and was around 2% different to pre-covid.  Internal progression and retention have improved over the past couple of years.  Recent survey information of year 10 pupils shows a national trend with the highest rated career option being construction, seen in the College this year with a 23% increase in learners.  Attitudes appear to be changing, and the direction of travel.  GCSE outcomes are now returning to pre-covid levels.

24/17/2.8

UWTSD Update – Vice-Chancellor (Verbal)

24/17/2.9

Estates Report

Additional supporting reports for information:

• Pibwrlwyd Initial Design Concept Brief
• Cardigan Subsidence 

The Board RECEIVED and CONSIDERED the estates’ report.  It was NOTED:

Mutual Investment Model

• Following the approval of the Strategic Outline Case as part of the Mutual Investment Model submission for Pibwrlwyd, work is now proceeding to prepare the Outline Business Case (OBC), which David Swallow Consulting has been commissioned to support. This is expected to be completed by February 2025.
• New Project Request has been approved by the Welsh Education Partnership Company (WEPCo) and the Welsh Government.
• To inform the OBC, work is currently focusing on the Stage 1 Review, which is effectively the feasibility stage of the process. The Welsh Government and the College fund it on a 65/35% intervention basis.
• The above will feed into the WEPCo Stage 1 submission and the College’s OBC.
• This will take approximately 6 months to undertake.

Local Development Plan

• Carmarthenshire Council have submitted the Revised Local Development Plan and associated documents to the Welsh Government and Planning Environment Decisions Wales. An Inquiry is expected to take place by the end of 2024.
• The focus at this point is to furnish Carmarthenshire Council Officers with all appropriate information relating to the Mutual Investment Model, Disposals and Local Development requirements. This is crucial, given the interrelated nature of all aspects and the need to maximise the opportunity.

Land Disposal and Marketing

• A joint submission from Dandara and Pobl Group was accepted, and draft Heads of Terms for the residential element of the proposal were drafted to an advanced stage. Dandara has recently confirmed that they are withdrawing their business activities from the Wales region, so Pobl Group have agreed to proceed with acquiring the whole allocation on the same terms. This aspect is currently being reviewed.
• In terms of the commercial element, this will not be concluded until the outcome of Aldi’s Pre-Planning Application submission (lockout agreement extended to 30th October 2024) and the ongoing strategic review with the potential development partner CPG.
• It is recommended that the College:
• Immediately proceed with drafting the Mutual Investment Model Outline Business Case.
• Conclude Heads of Terms negotiations with Pobl Group – subject to the outcome of the 3rd party discussions 
• Continue negotiations in relation to the commercial disposal element.
• Continue to respond to County Council requirements associated with Local Development Plan preparation.

Cardigan campus subsidence

• The College finally has a report with indicative costs for resolving the subsidence issue at the Cardigan campus: circa £1.3m.
• The College has looked at potential options and, at this stage, would propose the following course of action:
• Do nothing and monitor the situation closely to see if the situation worsens. At present, the movement seems to have stopped. The affected area has been isolated, and the college can operate effectively, i.e., with no material negative impact.
• Continue discussions with our insurers. However, this is not clear-cut, and it is unlikely that the works would be covered—but there may be a “part” solution. It could, however, negatively impact future insurance quotes.
• Make this item the top priority for any significant future “funded backlog maintenance”, that we may incur.
• Fund the works from reserves – if the issue becomes acute. 

24/17/2.10

Erica Cassin’s renewal of Trustee term

The Board RECEIVED information on Erica Cassin’s renewal of Trustee term.  It was NOTED:

• Erica Cassin’s first four-year term as Governor of Coleg Sir Gâr ends on the 10th of December 2024, before the December Board meeting (December 12, 2024).
• The Search and Governance Committee recommends to the board that Erica Cassin be approved to serve a second four-year term commencing on the 10th of December 2024.
• Erica Cassin has confirmed that she is willing to stand for a further four-year term.

The Board APPROVED Erica Cassin to serve a second four-year term commencing on the 10th of December 2024.

3

Matters for Approval*

24/18/3.1

There were no matters for approval.

4

Matters for Information**

24/19/4.1

Complaints, FOI Requests, Subject Access Requests

24/19/4.2

Committee Report of the Audit & Risk Management Committee meeting held on the 19th September 2024

24/19/4.3

Committee Report of the Search and Governance Committee meeting held on the 3rd October 2024

24/19/4.4

Board Evolution Questionnaire Responses

(i) Charts & Comments

5

Any Other Business

24/20/5.1

There was no further business.

6

Declarations of Interest

24/21/6.1

To confirm any conflicts of interest that may have arisen during the meeting.

No further Declarations of Interest were received during the meeting.

7

Date of the next meeting

24/22/7.1

Date of the next meeting

Thursday, 12th December 2024, in the 5 x 30 Actif Room, Pibwrlwyd Campus starting at 16:00.