STRATEGIC PLAN 2020-2025

Transforming Access to Education, Employability

and Opportunity

Regent College LondonCONTENTS

Foreword

History

Values

Achievements

Vision

Strategy (at a glance)

Performance Indicators

Strategic Theme OneSustainable Governance

Strategic Theme TwoStudent Satisfaction

Strategic Theme Three Portfolio Development Strategic Theme Four Academic Development Strategic Theme FiveGraduate Outcomes

3

4

5

6

7

8

14

9

10

11

12

13

Flexible morning, evening & weekend classes – Study options that fit around life, work and personal commitments

Highly experienced academic team –Small class sizes, intensive teaching and individual academic support that ensures success

Practical training – Outstanding guest lecturers and presentations from industry leaders providing access to the latest news, information and thinking

Employability skills – Expert support in careers advice, development and enhancement – our aim is to support students through the course and into careers

Modern campuses – With excellent teaching, learning and student facilities in five great London locations

Strong links – With industry and employers that help students understand industry and build professional networks

Strong academic partnerships - Which provide excellence in terms of course development, delivery and academic rigor

Thinking into Character – Our unique TiC programme is embedded in our teaching to help develop the skills students need to succeed in the real-world

Student support – Our friendly student support team ensure that students are effectively supported to reach their educational and career goals

Excellent results in National Student Survey - Exceeded the sector wide score in 7 (the teaching on my course, learning opportunities, assessment and feedback, academic support, organisation and management, learning community and student voice) out of the 8 themes.

FOREWORD: THE END OF EDUCATION IS CHARACTER…Character is what is left when we have forgotten everything we have learnt - our unique mental and moral qualities, the paradigms or habits which govern the thoughts of our conscious mind, the feelings of our sub-conscious mind, and the actions of our body. It is these habits that determine the goals we set ourselves and the results we achieve.

Where there is a mismatch between what we think, what we feel and what we do - ‘the knowing–doing gap’ - we can change our paradigms, break our habits and replace old learnings with new.

A basic law of nature is that we cannot stand still; we either move forwards or we move backwards. Moving forwards means growing and developing - seizing the opportunity to set and work toward personal, educational or professional goals. We may not need to search far and wide for such opportunities; we can reveal or create them by changing our surroundings or our circumstances.

These principles are true of education, as much as any other aspect of life, and provide the cornerstone of Regent College London’s teaching philosophy, and the key to our success.

We recognise the challenges that every individual faces, and aim to support our learners to develop their ability to use the tools outlined above to achieve the results they want, in their studies, their careers and their personal lives - enhancing knowledge, building attainment and inspiring ambition.

Foreword: The End of Education is Character… | 3

There are seven levels of awareness:

Instinctive reaction to our environment

Following the crowd

Wanting to leave the crowd

Expressing our uniqueness to leave the crowd

Doing what is needed to achieve our goal

Learning

Application of learning

Animal

Mass

Aspiration

Individual

Discipline

Experience

Mastery Dr Selva PankajPrincipal

Admissions opened up to mature students as part of widening participation initiatives

Launch of HND business programme and pathways at our Wembley campus

2013

HISTORYRegent College London (RCL) is part of the Regent Group, an education, training and investment management business. The group was established by the Pankaj family with a single private-tuition student in 2000.

Regent College London opened in 2010, initially delivering BTEC Higher National Diplomas and providing students with alternative progression routes into HE.

In 2013 we opened admissions to the public to reflect our commitment to widening access and participation. Since then we have been delivering a range of HND business programmes, validated by Pearson.

We have expanded our range of HE provision, working with three university partners to deliver Foundation degrees, Bachelor’s degrees and Top-up degrees in a range of subjects.

Establishment of Regent Group

2000

History | 4

Over the last two decades, our “family business” has grown at a rapid pace and now includes a range of educational institutions and businesses:

A multi-site college for Higher Education with five campuses across London

Two specialist Sixth Forms providing focused learning in STEM subjects

Two Independent Schools providing intensive education for young learners

A Learning Centre which supports local children to increase attainment

A Leadership Academy providing expert training, mentoring and guidance

An English Academy which develops local learners English language skills

A Careers College in Canada delivering skills-based educational programmes

A nursery providing care for local children and supporting families

An International Foundation supporting education in economically deprived areas

Establishment of Regent College London (School of Business & Enterprise)

2010

Successful outcome for QAA Higher Education Review (Alternative Provider)

2016

HESA data shows our continuation rate is significantly above benchmark

2017

Opening of flagship central London campus on Great Titchfield Street

Launch of University of Bolton degree courses at our central London campus

Launch of the International Foundation Programme with the University of Bolton

Roll out of Thinking into Character programme to University of Bolton students

One-year TEF Bronze award

Excellent results in National Student Survey -Exceeded the sector wide score in 7 (the teaching on my course, learning opportunities, assessment and feedback, academic support, organisation and management, learning community and student voice) out of the 8 themes.

2019

Launch of Bucks New University Business degrees at our Kingsbury campus

Launch of University of Northampton top-up degree at our Harrow campus

Excellent results seen in National Student Survey (90% overall satisfaction)

Launch of Regent College London Virtual campus (RVC)

Launch of Thinking into Character programme to Regent College London students

Inclusion on OfS Register of Approved HE providers

One-year TEF Silver award

2018

VALUESWith a focus on teaching excellence, tailored support and graduate outcomes, Regent College London aims to shape character, unlock potential and enable our diverse student community to build lives and careers that reflect their own ambition, determination and skills.

We value a positive attitude, we believe in courage over conformity and see failure as a powerful learning tool. We strive to operate in a transparent manner and to set, and achieve, challenging goals. We aim to engage with learners and colleagues collaboratively and respectfully, in an inclusive and open manner.

We believe that every human being has an untapped and underdeveloped talent within; people have genius inside, and the potential to change the world.

As mentioned in the foreword, this philosophy is articulated in the idea that ‘The end of education is character’ and is supported by the book Thinking into Character (TiC) by Dr Selva Pankaj and the accompanying transformational leadership and change management programme which supports exponential growth across personal, educational and professional life.

We are committed to these principles and the TiC programme is embed in the pedagogy of our teaching, learning and support provision for all students, as well as in professional development for staff.

We develop our staff to ensure that each individual is working towards their own personal goals, whilst setting corporate goals that are ambitious, challenging and exciting, but achievable.

We believe attitude determines success and a positive attitude is infectious.

The end of education is character.

12 digital lessons to be completed every month plus an additional 10 Bonus Lessons from Dr. Selva Pankaj

These exciting video based lessons can be easily accessed 24/7 by smartphone, iPod, video, laptop and MP3 recordings

A Participant’s Handbook which includes an overview of each lesson, key highlights, worksheets, reading material relevant to each lesson and assignments to further implement learning

Accompanying book: Thinking into Character

Invitation to Thought Leadership seminars in the UK, USA and Canada

Regular Zoom calls and facilitation of the lessons with faculty members

Personal consultation sessions if needed via Skype or Zoom with faculty members

Values | 5

ACHIEVEMENTSAfter nearly a decade developing and maturing our HND provision, we are now growing and diversifying our programme portfolio in partnership with established universities across the UK and internationally.

Our 2018 Academic Management Review with Pearson praised the extensive refurbishment of our Wembley campus, a view mirrored in student feedback.

The Quality Assurance Agency (QAA) confirmed that we had meet all expectations of a HE provider when they reviewed us in 2016 and commended us on delivering our action plan in 2017, deeming an annual-monitoring site visit in 2018 unnecessary.

Achieved excellent results in National Student Survey 2019. Exceeded the sector wide score in 7 (the teaching on my course, learning opportunities, assessment and feedback, academic support, organisation and management, learning community and student voice) out of the 8 themes..

In approving our collaboration, the University of Northampton commended us on:

Our focus on widening participation among groups under-represented in HE

Our student support services, including academic and language skills

Our campuses, each offering courses with different collaborative partnerships

In 2017/18 we launched a franchised top-up degree in Business Management at our Kingsbury campus in partnership with Bucks New University

In 2018/19 we extended this franchise arrangement to allow us to offer the full degree and a foundation year at both our Kingsbury and Southall campuses

Also in 2018/19 we launched a top-up degree in Business Entrepreneurship at our Harrow campus under franchise from the University of Northampton

In 2018/19 we had several hundred FTE students across our franchised provision

In 2019 we launched a range of degree courses in partnership with the University of Bolton at our campus in central London

Between 2018/ and 2019 our total student body grew significantly

Achievements| 6

2019 HESA data shows non-continuation among our HND students fell by seven points in two years to just 9% (against a benchmark of 15%).

With five London campuses, university partnerships and a rapidly expanding portfolio of courses, we are set to achieve impressivegrowth, whilst delivering excellent academic quality, outstanding learner support and a truly unique student experience.

VISION

Our “next step” development plans include:

In addition to what we have achieved to date and the short term developments outlined above, our longer term strategic development goals for 2020-2025 are:

Our vision is to be the UK’s first truly local London University with a global focus, a global brand and global campuses from 2025 to 2030.

From each of our campuses, and globally via our Regent Virtual Campus, we will provide learners with an outstanding education and student experience underpinned by the philosophy of Napoleon Hill and Andrew Carnegie, characterised by compact campuses, small classes and individualised support.

Launching a eHND on Regent Virtual Campus (RVC), our virtual learning environment

Using the RVC platform to provide all students with access to Thinking into Character

Launching e-Sports provision with the British e-Sports Association in central London

Establishing a masters and PhD programme with the Islamic Finance Council in London

Setting up international offices in China, Vietnam, Thailand and Nigeria

Build further HE partnerships with leading UK and international Universities

Launch of a School of Humanities & Social Sciences and Gaming & e-Sports

Gain full University (College) status with Degree awarding powers (Regent Hill University London) subject to approval from OfS and UK authorities

Vision | 7

STRATEGY (AT A GLANCE)

Our strategy follows five strategic themes, each aiming to drive the organisation forward commercially, enhance our delivery and provide an exceptional experience and value for money to our students.

Our graduates will be highly valued with 90% entering full-time employment, starting their own business or engaging in further study

We will be a well-managed, sustainable provider with c.7,500 successful students

We will deliver an outstanding student experience with a 90% NSS satisfaction rate

We will deliver a high-quality, innovative and industry focused portfolio of courses

We will develop the College to gain University status with degree awarding powers

Sustainable Governance

Student Satisfaction

Portfolio Development

Academic Development

Graduate Outcomes

Strategy (at a glance) | 8

STRATEGIC THEME ONE:

Sustainable Governance All organisations require effective governance and leadership. Over recent years, we have taken steps to ensure that Regent College London is well managed, effective and commercially sustainable.

One such step was to establish an Advisory Board, chaired by the Vice Chancellor and Chief Executive of the University of Bolton, who will support our Executive team in leading the organisation, setting our strategic direction and advising on policy issues.

Members of the board include Rami Ranger, Sunmark’s Chairman, Ian Baker, a Partner (Finance) from Rockspring Property Investment Managers LLP, Simon Blagden, OBE a Non-executive Chairman of Fujitsu Telecommunications, Maurizio Bragagni the CEO and Chair of global cable manufacturer Tratos and Nadey Hakim he President’s Envoy, Imperial College.

Over the next five years we will:

Establish five discipline-specific schools, ensuring proper governance and leadership for each: Business & Enterprise, Health & Social Care, Computing & Artificial Intelligence, Humanities & Social Sciences, Gaming & e-Sports and in addition offer MBAs and postgraduate programmes

Develop and implement new data-management systems to enhance the student experience, provide improved management information to feed operational delivery, strategic leadership and decision making, and meet our reporting obligations to partners, funders and regulators.

Build capacity alongside quality, reaching c.1,500 students per campus and as many as 10,000 students including online RVC learners.

Strategic Theme One: Sustainable Governance | 9

Student SatisfactionWe offer an excellent student experience. HESA data from 2019 shows non-continuation among our HND students fell by seven points in two years to 9% (against a benchmark of 15%).

We achieved excellent results in National Student Survey 2019. Exceeded the sector wide score in 7 (the teaching on my course, learning opportunities, assessment and feedback, academic support, organisation and management, learning community and student voice) out of the 8 themes.

As part of our plan to maintain our high student satisfaction levels, we will continue to develop our estate infrastructure to accommodate c.1,500 students on each of our five campuses, with seven-day-a-week opening (including evenings) and target class sizes of around twenty-five to thirty students.

Over the next five years we will:

Collaborate with students and provide them with a range of opportunities to feedback openly and honesty on their experience, allowing their views to shape our courses, delivery and culture.

Enable our learners to achieve beyond what they thought they could and be highly engaged with their learning.

Support our learners to set stretching, educational, professional and personal goals related to graduate employment, higher study, entrepreneurship, and the broadest possible contribution to society.

STRATEGIC THEME TWO:

Strategic Theme Two: Student Satisfaction| 10

STRATEGIC THEME THREE:

Portfolio DevelopmentThe focus of our portfolio will be on academic, vocational, technical, applied undergraduate degrees, and foundation certificate programmes. We will also provide general-interest short courses for life-long learning and programmes leading to formal qualifications to help with an individual’s career progression. In due course, this will expand to MBA, MSc and PhD qualifications in partnerships with the University of Bolton.

Our ambition is to secure degree-awarding powers and University (college) status and growing our student body in view of OfS guidelines around this.

Over the next five years we will:

Phase in gradual increases in annual HND recruitment from 2019/20 and build on our recently launched foundation years, degrees and top-up degrees delivered with both existing and new HE partners.

Introduce two-year accelerated undergraduate degrees and innovative postgraduate degrees, whilst developing a viable online offering, starting with the eHND delivered via our Virtual Learning Environment (RVL).

Ensure that all programmes are underpinned by the proven methodology of the creation of success as set out in Thinking into Character, embedding this into our teaching and support provision.

Strategic Theme Three: Portfolio Development | 11

Having worked extensively and successfully with Pearson Education on the delivery of our HND Business programmes, we have more recently partnered with a number of established UK universities for the delivery of franchised degree programmes.

These partnerships with other organisations have proved a valuable growth enabler for Regent College London and each complements the education we offer.

Over the next five years we will:

Expand our network of HE partners, progressively moving from a franchise to a validation model, with partners across the UK, the EU and Internationally.

Become the UK partner of the Carnegie Foundation, an independent policy and research centre in California which is dedicated to strengthening teaching and improving student learning and the advancement of education.

Validate our own provision alongside our partner provision, as we move towards securing University status and our own degree-awarding powers from the Office for Students in 2025-2030.

Expand HND provision to include Health & Social Care and other employment related courses.

Academic Development

STRATEGIC THEME FOUR:

Strategic Theme Four: Academic Development| 12

Over the next five years we will:

Our approach to graduate outcomes is informed by our holistic educational philosophy and our target recruitment markets which go beyond the “traditional” school-leavers and A-Level markets.

Our natural focus is on the mature market, students from “non-traditional” educational backgrounds and underrepresented groups from various widening participation demographics, who may not otherwise have engaged with HE.

As mentioned previously, we already achieve a student-continuation rate significantly above our benchmark, as recognised in the TEF exercise, a 2017 NAO report and our most recent DLHE results, which show that 83% of our graduates are in full-time employment or study after leaving Regent College London.

We aim to prepare our students for the everchanging world of employment.

Maintain progression and attainment rates through planned periods of growth, reaching the same standards and outcomes across our portfolio.

Develop enhanced study skills, academic interventions and employability services to support improved learner outcomes and progression into employment and further study.

Adopt a broad concept of positive graduate outcomes, embracing not only prompt transition into highly skilled employment or higher-level study, but also transitional, hybrid and portfolio-based profiles.

Graduate Outcomes

STRATEGIC THEME FIVE:

Strategic Theme Five: Graduate Outcomes | 13

PERFORMANCE INDICATORS To assess our progress and performance against our strategic plan we will monitor various elements of our academic, administrative and commercial performance in the form of KPIs (Key Performance Indicators).

OUR STRATEGY WILL BE MONITORED AND ASSESSED BASED ON A SET OF STANDARD METRICS AS OUTLINED BELOW:

Performance Indicator

Desired Outcome/Benchmark

Related Theme/

Student Recruitment

NSS (National Student Survey)

HESA Returns (Progression and Attainment)

DLHE

1 - 5

1 - 5

1 - 2

3 - 5

Student base to c.7,500 students across our five campuses. Virtual Campus 2,500

Exceeded the sector wide score in 7 (the teaching on my course, learning opportunities, assessment and feedback, academic support, organisation and management, learning community and student voice) out of the 8 themes.

Progression and attainment rates of 80% across all courses/campuses

90% of students in full-time employment or study post-graduation

s

Performance Indicators| 14

OUR CAMPUSES

LONDON CAMPUSRegent Hill House, 153 Great Titchfield Street, Fitzrovia, London, W1W 5BD

T: 020 7016 8000

WEMBLEY CAMPUSMadison House, 24-28 London Road, Wembley, Middlesex, HA9 7EX

T: 020 3697 2200

T:

KINGSBURY CAMPUSMasons House, 1-3 Valley Drive, London, NW9 9NG

020 8829 4229

SOUTHALL CAMPUSBishops House, 39-47 High Street, Southall, London,UB1 3HF

T: 020 3909 2238

T:

HARROW CAMPUSRegent House,167, Imperial Drive, Harrow, Middlesex, HA2 7HD

020 8049 5500

020 3870 6666 info@rcl.ac.uk

www.rcl.ac.uk

ENQUIRIES

FOLLOW US ON

@RegentCollegeHE

school/regent-college-london

London Academic Centre

VALIDATION PARTNERS