Further guidance on application of the exclusions from Freedom of Information legislation is available via: http://www.itspublicknowledge.info/ScottishPublicAuthorities/ScottishPublicAuthorities.asp and http://www.itspublicknowledge.info/web/FILES/Public_Interest_Test.pdf UHI Perth is a registered Scottish charity, number SC021209 Balanced Scorecard 2022-27 Year One Year 3 Year 2 2022-23 2024-25 2023-24 Target 2022/23 2022/23 2023/24 2024/25 2024/25 SLT Strategic UHI Perth Strategy 2022-27 Strategic KPI Lead Author(s) (Over 5 Baseline KPI Target Actual Actual Target Actual Sponsor years) Excellence in Learning and the Learner Experience SO1: The Learner Experience Increase retention, Increase student retention attainment, achievement, a) FE by 7% 79% 80% 79% 82% tbc 82% Jill Elder/ 1 progression and student VPA Deborah Lally satisfaction to sector leading b) HE by 5% 79% 92% 79% 87% tbc 87% levels Increase student achievement a) FE by 12% 66% 74% 66% 72% tbc 66% Jill Elder/ 2 VPA Deborah Lally b) HE by 9% 71% 80% 71% 61% tbc 71% Early Student Experience Survey: Increase student satisfaction a) FE by 2% 96% 98% 96% 98% 98% 98% Nicky Inglis/ DP Deborah Lally b) HE by 7% 91% 98% 91% 97% 97% 97% 3 Student End of Year Survey: a) FE by 6% 92% 98% 92% 96% 96% 96% Nicky Inglis/ DP Deborah Lally b) HE by 9% 89% 98% 89% 94% 94% 94% SO2: Co-Creative and Progressive Curricula Strengthen and develop an Continue to annually review the agile, innovative and dynamic curriculum portfolio and increase portfolio that responds to overall redesign of our courses by Lesley regional and Scottish Govt 25% Connaghan/ VPA 50% 75% 55% tbc tbc tbc 4 priorities and key sector David Gourley needs with a focus on recruitment SO4: Academic Partnerships Value/leverage (£) by Margin/revenue - overhead recovery Christiana Still not VPEE +1% 0 tbc tbc tbc 5 partnership +1% by year 5 Margiotti defined College Growth and Ambition SO1: Our Culture Strategic Values - living our Katy Lees/ Monthly initative around one of our values Christiana DP 0 12 3 3 0 tbc 6 values Margiotti Balanced Scorecard 2022-27 Year One Year 3 Year 2 2022-23 2024-25 2023-24 Target 2022/23 2022/23 2023/24 2024/25 2024/25 SLT Strategic UHI Perth Strategy 2022-27 Strategic KPI Lead Author(s) (Over 5 Baseline KPI Target Actual Actual Target Actual Sponsor years) SO2: Our Staff Staff survey results from The leadership team provide clear Jill Elder/ Jill 2021 are improved in the DP 42% 80% 42% 42% 42% 50% 7 direction and guidance Martin following areas (next survey SO4: Our Ways of Working Number services/processes improved Jill Martin/ We will enhance and improve DPO July 2023 - 4 Head of 0 12 4 4 8 12 our systems and processes, 8 July 2024 - 8 Finance driving high quality outcomes July 2025 - 12 SO5: Digital Transformation Produce Produce Framework Framework Framework Framework Identify a baseline digital competence Jill Martin/ DPO framework framework document document document document 0 9 framework for each job role David Gourley document document produced produced produced produced Partnerships and Collaboration SO1: Relationships Percentage strategic partnerships v...