1. John Wheatley College Scottish Library and Information Council New Models for Colleges and their Learning Centres Presentation Monday 27 November 2006

2. CASE STUDY OF EXCLUSION CONSITUENCY PROFILE - SHETTLESTON Educational ProfileScotlandShettleston ConstituencyAbove+/Below – Scottish Average Numbers leaving School62,483941- Numbers with no SQA qualifications 4,116 6.6% 106 11.3% +71% Numbers with SQA Highers27,573 44.1% 300 31.9% -27.8% Full Time Higher Education20,255 32.1% 200 19.7% -38.5% Full Time Further Education11,520 18.2% 219 21.6% +18.5% Unemployment121,9402,580+84% Lone Parent Families 90,902 4.5% 2163 7.5% +66.7% Average Household Income£18,200£13,440-26.2% Income Support Claimants 401,100 10.1% 13,200 26.7% +165.2% Households with no cars860,541 42.6% 22,466 77.9% +82.9% Numbers with limiting long- term illness. 684,804 13.7% 14,200 23.4% +70.8% OFFICE OF PUBLIC HEALTH IN SCOTLAND 2004

3. THE CHALLENGE OF THE CATCHMENT AREA John Wheatley Colleges catchment areas in: GREATER EASTERHOUSE; GLASGOWS EAST END; and NORTH LANARKSHIRE ARE THE MOST CHALLENGING IN THE SECTOR

4. COLLEGE PROFILE ENROLS CIRCA 5,500 students per annum WORKS IN CLOSE PARTNERSHIP WITH LOCAL AGENCIES

5. STUDENT PROFILE – 2004/05 PROVISION MAINLY PART-TIME – NON-ADVANCED FE 53% OF STUDENT POPULATION FEMALE HIGH PROPORTION OF LOCAL PEOPLE 76%+ ENROLMENTS FROM 20% POOREST POSTCODES (more than x2 sector)

6. College Vision Statement John Wheatley College seeks to offer opportunities in Lifelong Learning of the highest quality to raise educational attainment levels in the East End of Glasgow and Greater Easterhouse to the Glasgow norm. It also seeks to play a central role in the economic and social regeneration of these and other communities in its catchment area.

7. College Mission Statement John Wheatley College strives to provide an excellent and inclusive lifelong learning environment for Glasgows East End, Greater Easterhouse and the other communities it serves.

8. External Recognition of the High Quality of College Provision Cross-college elementsGrade Educational leadership, direction and managementVery good Access and inclusionVery good Guidance and supportVery good Resources and services to support the learnerGood StaffVery good Quality assuranceVery good Quality improvementVery good July 2005

9. External Indicators of Quality SQA Gold Award Winners –Partnership of the Year - 2004 –Learner of the Year - 2004 –Centre of the Year - 2005 Scottish Adult Learning Partnership –Learner of the Year - 2006 –Young Learner of the Year - 2002

10. College Community Ethos Decentralised approach to learning –Greater Easterhouse Learning Network –Eastend connected Focus on the learner –Individual Learning Plans –cafeteria approach to programme design –community control of £500,000 of teaching resources

11. Ambition to Produce World Class Learning Environments i)Easterhouse Building – opened August 2001 ii)the Bridge – opened July 2006 iii)the East End Campus – will open February 2007 The College supports community-based learning in the Greater Easterhouse Learning Network and in East End Connected.

12. Shared Services The Bridge

13. New Library Service The new Library service planned (some ten years ago) as part of a Community Development Strategy. The Strategy sought to: provide a new College in Easterhouse; provide a new Arts Centre for the community; provide modernised leisure and sports facilities (including a Healthy Living Centre); provide other cultural and leisure facilities (including a new public Library) All part of a Cultural Campus

14. The Bridge -formerly the Cultural Campus -formerly the Arts Factory Opened (eventually) in July 2006 It comprises: -the new College building; -a new public Library; -new Flexible Learning facilities; -a 250 seat theatre and a dance studio; -a re-developed swimming pool and fitness suite; -recording studio facilities It is run, under a complex Service Level Agreement, by Greater Easterhouse Arts Company (GEAC)

15. The New Library Established under a related Service Level Agreement. Its main features: i)Glasgow City Council runs the Colleges Library; ii)College staff transferred to the Council (services bought back); iii)combined book stock; iv)combined Library catalogue run by Glasgow City Council; v)outstanding new Library (which includes the former Colleges Library and FLU); and vi)College responsible for Flexible Learning opportunities (with REAL network). Council also provides archive services for the College.

16. Advantages of the New Arrangements The arrangements yield advantages in: *enhanced promotion structures for College staff *greater access to a range of professional Libraries support *purchasing economies of scale *footfall and Activity Easterhouse Library 23 rd in Activity.... now 5 th This in a deprived community

17. Advantages of the New Arrangements *enhanced Library related activities (personal appearances by authors etc) *access – the public able to use other College Libraries (planned at Haghill) *more flexible opening hours *access to cafe

18. College gains Use of SFEFC/HMIe self assessment toolkit suggests big Quality Gain already There have been issues since July but nothing suggests that these are major difficulties or deal busters ElementGrading 05/06Grading 04/05 Learning Resource Organisation GoodVery Good StaffingVery GoodGood ICT integrationGood User SupportVery Good AccessibilityVery GoodGood InclusivenessVery Good Quality Assurance and Improvement Good

19. Evaluation Evaluation is the key to continuous improvement SLIC Development Fund Award 2006 *developing cross sector Library services This will seek to: assess efficient government impact; assess impact on service of new arrangements; evaluate the Service Level Agreement; impact of integration of quality systems (including HMIe Quality Framework); and identify critical success factors. Results will be disseminated in Autumn/Winter 2007.

20. Wider Policy Context Scottish Executives transforming public services agenda. Values underpinning Reform: the promotion of social justice and equality building for the future efficient government. The Bridge project seeks to address these objectives and the anticipated reform outcomes.

21. Elements of Reform public services are user-focused and personalised public services will seek to drive up quality and be innovative public services will be efficient and productive public services will be joined-up and rationally organised public services will be accountable to those for whom they are provided

22. Public Service Reform – How will the Public Benefit? The object of Reform is to make a real difference by: maintaining and enhancing the overall quality and volume of public services; providing simpler access to public services – the one stop approach; providing a universally high standard of service with clarity about what the public might expect; exploiting new ways of providing services; providing straightforward redress when things go wrong; giving individuals and communities a real say about public services; providing greater choice to service users; and providing clear, transparent information about services and performance.

23. Whats Next? In March 2007 we will open our new East End Campus It will: *be highly sustainable and eco-friendly *also operate a shared service approach to Library and flexible learning provision; *set even higher standards than the Easterhouse Campus

24. The Bridge Any questions?