Minutes of the Coleg Sir Gâr Board Meeting - 27th June 2024

Agenda item

Main discussion points

Action/decision

1

Reserved Matters

24/08/1.0

Recommendations from the Remuneration Committee meeting held on 19th June 2024 (Verbal Report)

The Board RECEIVED a verbal report following the Remuneration Committee meeting held on Wednesday, 19th June 2024.  The recommendations from the Remuneration Committee were reported and explained to the Non-Executive Board members. The recommendations were APPROVED for the two senior post holders - Principal and Clerk.

Action:  Director of People and Culture to action decisions approved by the Remuneration Committee.

2

Meeting Governance

24/09/2.1

Apologies for absence and declarations of interests

Apologies for absence were received from:

• Ms Tracy Senchal
• Mr Huw Davies
• Ms Jenna Loweth (Student)
• Dr Peter Spring (UWTSD Nominee)
• Professor Elwen Evans KC (Vice-Chancellor, UWTSD)
• Mr Emlyn Dole (Chair UWTSD Council)

No further Declarations of Interest were received besides those already held by the Clerk to the Board.

24/09/2.2

Approval of the unrestricted minutes of the last 

Meeting: 7th March 2024

The Board CONFIRMED the UNRESTRICTED minutes of the Board meeting held on Thursday 

7th March 2024 as an accurate record.

24/09/2.3

Approval of the restricted minutes of the last meeting 7th May 2024

The Board CONFIRMED the RESTRICTED minutes of the Board meeting held on Tuesday

7th May 2024 as an accurate record.

24/09/2.4

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

• CSG Board Rolling Action Plan

There were no matters arising.

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

23/09/2.5

Minutes of the Coleg Ceredigion Board meeting: 7th March 2024

(Information only)

The Board RECEIVED and NOTED the Coleg Ceredigion Board meeting minutes held on Thursday, 7th March 2024.

3

Matters for Discussion and/or Approval

24/10/3.1

College Financials 23/24

• Reforecast 2 as at Period 8

The Board RECEIVED and CONSIDERED the Financial Reforecast as at Period 8.  It was NOTED:

• All figures are pre-FRS 102 “non-cash” pension costs and exceptional R/D costs.
• Small positive change from the previous re-forecast.
• For the FE Group: The current re-forecast (prepared as at March 24 – period 8) shows a small improvement against the first re-forecast of £9k, re-forecast deficit of £(89)k vs a deficit of £(98) k.
• For Coleg Sir Gâr: The current re-forecast shows a small improvement of £9k, with a predicted loss of £(92) k vs a deficit of £(101)k. 
• For Coleg Ceredigion: No change overall to the budgeted position: a surplus of £3k.  
• Cash balances forecast analysis showed cash at £16,953k versus a forecast of £15,606k – an improvement of £1,356k.  Following adjustments, the true operating cash change is figure is a deterioration of £(129)k
• Largest changes are £60k in additional funds and £130k in backlog maintenance funds.
• Estates maintenance costs have increased.
• Most risks for the current financial year have moved to low risk, which is expected at this time of the year.
• Potential upsides include continued interest income, although this is not factored into general trading and is a bonus.
• £60k of additional funding and £160k of backlog maintenance funding has been received.
• The largest possible upside is the interest received, with rates continuing to be high.

The Board APPROVED the Reforecast 2 (as at Period 8).

24/10/3.2

College Financials 24/25

• Budget 24/25

The Board RECEIVED and CONSIDERED the draft budget for 2024/2025.  It was NOTED:

• All figures are pre-FRS 102 “non-cash” pension costs.
• For the FE Group: The current expectation is a significant deficit before FRS 102 pension non-cash items of circa £(2.1)m.  Several factors are unclear or unknown at this stage, and some assumptions have been made to achieve this position.
• Cash is predicted to decrease by circa £(1.8) m (after CAPEX of £300k). Although this is a considerable one-year reduction, the college will still have a relatively healthy balance of £15.1 m at year-end (by historical standards, this is quite high).  This is the forecast position from two years ago.
• At this stage, there is no proposal to undertake an R/D program this year to try and offset losses (the last restructure was carried out in 22/23 and yielded circa £1.14 m of payroll savings without going to Compulsory R/D). That said, the College will be looking to reduce costs as much as possible by driving efficiency and spending only when absolutely necessary.
• As such, there is a high risk of further cost-cutting measures in 24/25 to prepare the colleges for 25/26. This will be dependent on FE mainstream & WBL allocations for 25/26 – which won’t be known until mid-year (hopefully sooner, given the critical nature of the information). 
• Most, if not all, colleges will be in the same position.  Some Colleges have transition funding this year, which falls out in 2025/26, and Coleg Sir Gâr is in a strong position not to require this change management.
• The main drivers of the loss from our breakeven position following the 22/23 Programme are:
• 22/23 forecast to achieve break even in 24/25 = £1.5m in saving from R/D programme. It stopped at £1.1 m, leaving a shortfall of circa £0.4 m.
• WBL loss of contract of circa £1m
• Payrise 24/25 of 3.5% unfunded £0.2m
• Payroll Scale rises 24/25 £0.2m
• Loss of SPF funding £0.2m 
• Misc inflation in non–pay costs
• Very quickly amounts to cira £2m  
• Note the FE funding reduction of circa £500k was predicted for 24/25.
• Coleg Sir Gâr: A deficit of £(1,938) k with a cash decrease of circa £(1,665)k
• Coleg Ceredigion: A deficit of £(183)k with a cash decrease of circa £(138)k 
• Due to the number of campuses, infrastructure costs are high, and the MIM development will help reduce these costs.
• The college has not had to receive change management funding, which some other colleges have received to curtail losses.  There is hope that the 2025/2026 allocation will improve, but the college is in a resilient position to hold on during what will be a challenging time.
• The MIM is predicted to break even in year 8 or 9; over 20 years, it offers savings of up to £16m. 
• The disposal of land at Pibwrlwyd could realise £4m to £6m which will help offer a buffer.
• A strong position in the current climate.
• PLA has moved into part-time for 2024/2025 which will be less lucrative for the College.
• Teachers’ Pension Funding is currently flagged as high risk until the Welsh government’s position on whether this will be funded is known.
• FE full-time funding is known, and no clawback is expected with good learner numbers, which is seen as low risk.
• HE targets are set as medium risk with reductions over the past four years, but indicators show this trend may be slowing.
• All Colleges saw drops in Work-based learning in 2023/2024 and is set as a medium risk.  Initial indications suggest similar funding to this year; however, the contract has not yet been received.
• Pay rises of 3.5% are assumed in the budget, but this is not yet agreed upon.  
• The Welsh Government only funds pay rises linked directly to FE income, so every 1% pay raise costs the College £60k.  
• Due to the college’s income diversification, the unfunded element of pay rises compounds over time.
• Compared to other Colleges, CSG has had a favourable allocation for 2024/2025, although the position is still very challenging.

A question was asked if any measures can be taken during the year to make progressive savings.  It was NOTED that no cuts have been made to transport for learners, which could offer significant savings, but this would impact learners and recruitment, and the College were reluctant to reduce this.  Short-term measures, such as earlier closures of campuses, are underway; however, operationally, the College is very lean, and there are no additional significant savings.  Further savings would likely have an impact on learners and provision.

A question was asked if the unions knew about the long-term financial positions of FE Colleges. It was NOTED that they are aware of the position. Teachers’ pay is discussed by an independent body that has met and agreed on a request for pay; however, the College is unaware of what this request is at the current time.  Any increase awarded over the 3.5% budgeted figure would be a hit for the College.

A comment was made that the College could consider rethinking its whole operating model. Is there a way to re-engineer the operational costs basis of the College. It was NOTED that the College will be experiencing a dramatic change in estate over the next five years with the MIM project, which will affect the operating structure as the College will operate from fewer campuses.  The SLT is continuously looking at operational efficiency and changes that have been and will continue to be made.  Meetings are taking place with UWTSD and Pembrokeshire College to discuss structure and future relationships.

Income generation, future proofing the College, and a prioritisation approach were discussed. The MIM project was highlighted as a project that will help the College’s sustainability going forward. However, careful consideration is required to get the College to this point.

The Board APPROVED the Budget for 2024/2025.

[Mr Eifion Griffiths (UWTSD Nominee) left at 16:14. Eifion Griffiths gave his verbal approval for the policies to come later in the agenda].

The Board meeting was not quorate with the UWTSD Nominee no longer in attendance.

[Mr Ben Francis and Ms Sarah Clark, who were attending virtually, left the meeting at 16:18 due to connection issues]

Connection issues were experienced during the meeting, with some attendees being unable to access agenda documents.  Providing a one-document downloadable .pdf was DISCUSSED to help mitigate the possibility of attendees being unable to access all relevant information.

Action: Clerk to provide a one-document downloadable .pdf of meeting information.

24/10/3.3

Strategic Plan 2018 - 2024

The Board RECEIVED and CONSIDERED the evaluation of the Strategic Plan from 2018 – 2024.  It was NOTED:

• Achievements covering outstanding teaching and learning, inspirational learner experience, organisational resilience and committed partnership working were highlighted.  This included awards received, national recognition projects, learner successes, sustainable developments, diversity of income, digital progression and working partnerships with organisations and Colleges worldwide.
• The strategic plan covered the Covid-19 period and highlighted the College’s success in adapting and succeeding during this ever-changing period of time.
• The successful Estyn inspection in 2022 was noted, which stated:
• The Principal has set a vision that informs the college’s strategic priorities well.
• Most learners feel safe and well-supported.
• Nearly all teachers know their learners well and foster relationships that encourage and support learners to progress.
• Most teachers skilfully develop learner’s digital skills.
• The college delivers a wide range of courses and is responsive to the needs of employers.
• The college has comprehensive quality assurance processes.
• Many teachers reinforce Welsh language skills by supporting learners in using Welsh.
• Many teachers reinforce Welsh language skills by supporting learners in using their Welsh.
• Transformation of digitalisation of Teaching and Learning since the global pandemic.

A comment was made that the information was excellent to read and to understand what is possible.  A question linked to this is that the SLT should ask what the College learned from this period of time that can be utilised for the challenges within the new strategic plan period.  It was NOTED that this question would be asked, and the importance of having a strong team has been prevalent over the past few years, especially with the challenges faced.  The team at Coleg Sir Gâr is strong and is one of the reasons that so many excellent achievements have been possible.  The Chair and Vice-Chair informed the Board that they had been present at the staff strategic meeting recently, and their experience had impressed them, and they considered the SLT exciting and strong.

A question was asked about how the 2018-2024 strategy’s outcomes compare to the vision set out at the start of this period. It was noted that, overall, the strategy was on target. Strategic relationships with the UWTSD and Pembrokeshire College probably did not develop as much as was hoped, with some aspects out of the College’s control, but these have accelerated and will continue to do so.  The Post-16 review in Ceredigion has been on pause for several months, and although the College has tried to push this, it is out of the College’s control.  It is hoped that a decision will be made relatively soon so that the College can plan for the future in this area.

Promoting the college’s success was discussed, ensuring that this was maximised.  Feedback from the Board to the staff that had helped students achieve great success at the Best of the Best was considered to be very important.  The Chair and Vice-Chair would write to the staff involved in the Best of the Best.

24/10/3.4

Strategic Plan 2024 - 2030 

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

• The Senior Leadership Team, along with the Chair and Vice-Chair, had attended an away day to start developing the first iteration of the new strategic plan.
• Engagement with various groups, including the Board, staff, unions and students, will be undertaken.
• The plan is to present an updated version of this strategic plan at the October Board Meeting, showing development and further input with a full version of this at the December Board meeting.
• This will then enable an operational plan to be formed from January 2025.
• Engagement with the Mid Wales Regional Skills Partnership (RSP) and Welsh Government Skills Division to get business interaction could also be considered.
• The draft plan included information on purpose, vision, values and behaviours, strategic priorities, leaser experience and personal success, enriching community and well-being, sustaining organisational resilience, economic and social prosperity, and innovation.
• The Principal asked the Board if they felt that the vision was balanced and ambitious enough.  
• The values should apply to everyone at the College.

The Board attendees split into groups to discuss the draft strategic plan and feedback.

[Mr Peter Mannion (Chief Operating Officer, UWTSD) leaves at 17:18].

Following group discussion, feedback was discussed within the forum.  It was NOTED:

• Discussion on the Purpose:
• Group 1
• Felt the purposes listed were Inclusive.
• Insightful comments on reversing the effect of Covid and looking at what we can do to move forward.
• A sense of belonging came through.
• Felt that embracing individuality could be strengthened within the purpose.
• Group 2
• The word education prompted discussion.  Shaping citizens – preparing, skilling and enabling people.  They felt that the word education limited this.
• It was important to include shaping and enabling individuals.
• Group 3
• They liked the purposes overall.
• They also questioned the use of the word education.  Talking about shaping (who’s role is shaping education (government, Colleges?). 
• Shaping lives was considered a good term.
• Strengthening Communities rather than connecting Communities was mentioned - Connecting Communities for what purpose was a question asked?  If you are producing strong citizens, then you are strengthening your community.
• Discussion on the Vision:
• Group 2
• Focus on shaping citizens came through (following on from purpose).
• An emphasis on the College becoming sought-after by employers - sought-after individuals as they exit being learners (if they are CSG Learners, they will be good).
• Environmentalism – climate change resilience – confidence that we can operate sustainably within our model. 
• Educating environmental citizens – driving students to become environmental individuals. 
• Should step change towards net zero be included? 
• Should a greater emphasis be placed on students’ mental health? Seeing an enriching and developing college that supports resilient mental health development would be good.
• Advocacy of future qualifications was mentioned. What are the business needs? Are we engaging in the process of being the provider for the future workforce?
• Strengthening adult education and continuing education (lifelong learning) was highlighted as important.
• Should the values include being bold, taking chances and taking risks (Board or individual learners stepping outside their comfort zone)?  Being innovative, not fearing failure, permission to try.  Other Board members liked the term “being bold – being confident”.  Sharing our success and amplifying our voice.
• In the Values the word integrity was discussed.  A couple of Board members felt that this was doing the right thing.  Does the language need to be simplified?

24/10/3.5

International Strategy Impact Report 2023/2024.

The Board RECEIVED a presentation highlighting the impact of the college’s international work. Strategy, vision and impact.  It was NOTED:

• The purpose was to create global citizens and networks.
• The vision set out was to:
• Enrich and enhance teaching and learning experiences.
• Raise learners’ aspirations and broaden their horizons.
• Inform professional practice and improve provision.
• Raise the profiles of international work undertaken in Coleg Sir Gar and Coleg Ceredigion.
• Work with colleges in the Southwest Wales region to develop a regional approach to international activity.
• Build capacity within the college to explore international business opportunities.
• Align with wider international strategies and develop purposeful partnerships.
• Inform professional practice and improve provision.
• Work with Colleges Wales International to influence Welsh Government policy to shape the learner experience and future business development.
• The College obtained £247,403 of funding, which was utilised by 147 learners and 79 staff to travel and experience 220 days in 13 different countries.
• Videos were shown, with learners and staff feeding back directly to the board.
• 2024/2025 Strategic Priorities:
• Revise strategy to ensure the most disadvantaged learners are fully supported to engage in mobilities.
• Develop a digital internationalisation programme to widen access to all learners.
• Explore alternative funding opportunities to increase international opportunities.
• Identify and package a commercial short course that can be offered to the international market.
• Develop KPIs to demonstrate impact quantitatively.

24/10/3.6

Current College Position (MIM)

The Board RECEIVED and update on the position with the MIM.  It was NOTED:

• The MIM strategic outline case has been approved by Welsh Government.
• The New Project Request (NPR) has been approved and accepted by WEPCO.
• Meetings have been scheduled for the rest of the year to start the concept design.
• A two-year build is projected and it is hoped to be open by February 2029 or hopefully earlier.

4

Matters for Approval*

24/11/4.1

HR Policies:

1. Supporting Attendance at Work Policy  2024-2027
2. Flexible Working Policy and Procedure  2024-2027
3. Employment of Fixed Term Employees  Policy & Procedure 2024-2027

The Board RECEIVED and APPROVED in principle the following policies:

• Supporting Attendance at Work Policy  2024-2027
• Flexible Working Policy and Procedure  2024-2027
• Employment of Fixed Term Employees  Policy & Procedure 2024-2027

Eifion Griffiths (UWTSD Nominee) had given verbal approval of the policies before leaving the meeting.  The Board AGREED that written approval of the policies would also be sought from Eifion Griffiths to confirm the full approval of the policies.

Action: Clerk to obtain written approval of policies from Eifion Griffiths.

5

Matters for Information**

24/12/5.1

Committee Report of the Learners & Standards Committee meeting held on 25th April 2024

The Board RECEIVED for INFORMATION the Committee Report following the Learners & Standards Committee meeting held on the 25th April 2024.

24/12/5.2

Committee Report of the Resources, Resilience & Partnerships Committee meeting held on 9th May 2024

The Board RECEIVED for INFORMATION the Committee Report following the Resources, Resilience & Partnerships Committee meeting held on the 9th May 2024.

24/12/5.3

Committee Report of the Audit & Risk Management Committee meeting held on 7th May 2024

The Board RECEIVED for INFORMATION the Committee Report following the Audit & Risk Management Committee meeting held on the 7th May 2024.

24/12/5.4

Committee Report of the Search and Governance Committee meeting held on 17th June 2024

The Board RECEIVED for INFORMATION the Committee Report following the Search and Governance Committee meeting held on the 17th June 2024.

24/12/5.5

Letter from Simon Pirotte – CTER – (Medr)

The Board RECEIVED information from Simon Pirotte, the CEO of CETR introducing the new brand name of CTER: Medr.

24/12/5.6

Joint Development Day – September 2024

The Board RECEIVED information on a potential Joint Development Day with the UWTSD and were asked to consider and feedback on any topics that they felt could be included. 

24/12/5.7

Board and Committee Calendar 2024/25

The Board RECEIVED and NOTED the draft Board and Committee Calendar for 2024/2025.

6

Any Other Business

24/13/6.1

The Chair welcomed Hannah Freckleton, the incoming Student Union President, and informed the Board that Hannah had recently been to Oxford University to collect an essay writing prize.  The Board congratulated Hannah on her achievement.

7

Declarations of Interest

24/14/7.1

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

No further Declarations of Interest were received during the meeting.

8

Date of the next meeting

24/15/8.1

Date of the next meeting

Thursday 17th October in the Boardroom at Graig Campus starting at 16:00.