Trust Strategic Priority

Trustees to play a pivotal role in the overall vision and values of the College, ensuring clarity of mission, ethos and strategic direction.

 Strategic Priority One: Deliver Exceptional Curriculum and Experiences

• Deliver an ambitious, personalised and sequential high-quality education across each discrete College Pathway enabling learners to fulfil their aspirations for adult life.

• Improve stakeholder involvement and feedback to continuously improve and expand our offer.

• Implement robust quality assurance cycle to support curriculum development, progress tracking and learner experience.

• Further develop and evolve how we track education and therapy programmes to ensure inclusion and successful outcomes for all learners.

• Ensure shared understanding and individual contribution to the positive learning culture and expectations of the college.

• Trustees to play a pivotal role in supporting key identified areas of curriculum and the wider college culture.

 Strategic Priority Two: Harness Meaningful Partnerships

• Continue to develop stronger links with a wider range of post-college options/services to provide learners and their parents with first-hand knowledge and suitability of post-college options.

• Develop and support partnerships with organisations that align to our values.

• Develop College Careers and Engagement Strategy – expand work experience, community-based, internship placements and employment opportunities for learners.

• To sustain and grow a highly skilled workforce and share specialist expertise through a People strategy that attracts, retains and motivates the right talent.

• Develop partnerships with senior leaders across the education system and wider regional partners to address persistent challenges in aspiration, engagement, and progression for young people in Stoke-on-Trent, Staffordshire and the wider region.

• Develop the Trust Board and Scheme of Delegation.

 Strategic Priority Three: Secure a Safe and Sustainable Future

• Optimise the use of technology for learners and staff.

• Adopt a visible positive approach to Safeguarding and Health and Safety ensuring it is always at the core of everything we do.

• Implement  (smartlog) a cloud-based h&S and safeguarding compliance management software system that integrates risk management, eLearning, premise management and incident reporting into a single platform.

• Implement the new Appraisal Policy providing necessary CPD.

• Fully embed the new organisation structure with clear roles and responsibilities for each area of the College allowing the opportunity for expansion..

• Expand centralised Key Performance Indicators (KPI) management.

 Strategic Priority Four: Invest, Evolve, Improve (Operations)

• Conduct full estate and asset review with clear 10-year plan.

• Improve our website and social media presence, using platforms to engage our community and stakeholders.

• Identify fundraising strategy in line with College growth.

• Capital development programmes to improve the buildings and specialist environment to meet the increased demand and begin the next phase of creating further specialist environments.

• Develop management information via a functional MIS and improve automated reporting across the organisation.

• Development of wider activities and services including maximising the use of college facilities for income generation. Enable community activities for young people with disabilities, respite holiday activities for families, and support for employers in the workplace.