VI SI ON AND STRATEGI C I NTENTS TRANSFORMING LIVES
I am delighted to welcome you to Shooters Hill Sixth Form College, a place where our mission is to transform the lives of young people by supporting the transition into further or higher education, employment, apprenticeship or independent living. Shooters Hill Sixth Form College is the heart of our community. Over the next few years we will be using all the talent, dedication and expertise at our disposal to ensure we continue to enrich the lives of everyone within. The vision and strategic intents you will see across the next few pages were formed with input from everyone within our valuable SHC family. From our students to our governors, staff and local business and community partners, we have ensured that every voice has been heard and contributed to building a brighter future. We welcome you to join us on the next part our journey.
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Geoff Osborne Principal
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
Contents 03-04
Strategic Aim 1
05-06
Strategic Aim 2
07-08
Strategic Aim 3
09-10
Strategic Aim 4
11-12
Strategic Aim 5
Strategic Vision 2022-2027
Inclusion and Social Mobility Student Experience Staff Development
Enhancing our Digital Capacities Meeting the needs of Local Communities
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
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Strategic Vision 2022-2027
STRATEGIC AIM 1
To create a trul y i ncl usi ve envi ronment that i s ful l y accessi bl e, enhances soci al mobi l i ty and addresses the i ndi vi dual needs of al l l earners
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
Strategic Vision 2022-2027
HOW ARE WE GOING TO ACHIEVE THIS?
01 02 03
04
Develop an inclusive communication strategy that recognises the demography and identity of the local community.
2023
Implement an accessibility plan that physically develops the estate, to ensure the external and internal environment is user friendly.
2023
Establish an Equality, Diversity and Inclusion strategic leadership commitment and pledge that “we will be an equal, diverse and inclusive college, that will continuously reflect, review and adapt to ensure no one is excluded or disadvantaged”. Ensure that all stakeholders can access all the college has to offer, including: curriculum, work experience, enrichment, free school meals, bursaries and travel.
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
2024
2024
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Strategic Vision 2022-2027
STRATEGIC AIM 2 To provide high quality student experience that enables personal growth, development and the confidence to achieve personal ambitions
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
Strategic Vision 2022-2027
HOW ARE WE GOING TO ACHIEVE THIS?
01
Embed literacy and numeracy at the heart of every study programme to continue to improve the potential life chances for all students.
02
Work in partnership with external stakeholders to develop employablity, enrichment and pastoral programmes to ensure students can maintain a high level of wellbeing, whilst contributing positively to the values and ethos of the college.
03
Continue to develop relationships with community partners to develop social cohesion, a sense of belonging and that enhances the wellbeing of our students.
04
Implement a set of appropriate behaviours, expectations and standards for all students to enable them to build positive relationships, develop a set of skills and knowledge that prepares them for future learning and the workplace.
05 06
2022
2023
2024
Place the learner voice and student leadership group at the heart of all decision-making. Enhance student’s resilience, character and emotional intelligence to enable them to take meaningful and positive steps as young adults.
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
2024
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Strategic Vision 2022-2027
STRATEGIC AIM 3
Enable our staff to develop into truly inspirational practitioners
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
HOW ARE WE GOING TO ACHIEVE THIS?
01 02 03 04 05 06
Strategic Vision 2022-2027
Facilitate the personal growth of all staff through effective, targeted and bespoke professional development opportunities.
2023
Establish a ‘quality first teaching’ approach to all learning to ensure all staff become ‘inclusionists’.
2024
Explore and develop pedagogical experimentation within teaching and learning and embrace intelligent failure to inform incremental change or improvement in practitioners.
2024
Develop a succession planning strategy through a coaching culture and talent management that enables all staff to improve, progress and aspire to the next level of their careers.
2024
Establish a ‘training’ school that develops academic, vocational and industry graduates into highly skilled teachers within the further education sector.
2025
Upskill academic and vocational staff into highly skilled industry standard practitioners to enable the effective delivery of technical education.
2025
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
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STRATEGIC AIM 4
Strategic Vision 2022-2027
To enhance our digital capabilities and access to learning beyond the timetable
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
Strategic Vision 2022-2027
HOW ARE WE GOING TO ACHIEVE THIS?
01
Develop a state of the art digital infrastructure that is future proofed for the next 10 years and is able to accommodate rapid changes in technology and site expansion.
2022
02
Develop our management information systems to enhance the efficiencies and effectiveness of stakeholder information.
2023
03
Reduce the digital poverty of our stakeholders by ensuring technology is easily accessible.
2023
04
Create a dynamic digital environment that matches industry standards, enables all stakeholders to have access to learning devices and develop students’ capabilities in preparation for the workplace.
05
Establish a vibrant and exciting technology centre that provides specialist learning resources, allows for a blended approach to education and uses assistive digital hardware to support those students with particular needs'.
06
Develop an immersive technology centre that uses virtual reality to enhance and improve the learning of our stakeholders.
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
2024
2025
2025
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Strategic Vision 2022-2027
STRATEGIC AIM 5
To further develop our capacity to sustain growth and expand the college offering to meet the needs of our local context
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
HOW ARE WE GOING TO ACHIEVE THIS?
01 02 03
04 05
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Strategic Vision 2022-2027
Continue to improve and realign study pathways , personalising delivery and support to meet the particular needs of every student, including T-Levels, apprenticeships and adult education.
2024
Strengthen the partnership with local schools to provide an alternative pathway for 14 to 16 education and that supports effective transition to post 16 education and training.
2024
Explore the potential of developing a Multi Academy Trust using our expertise in college management, finance, curriculum and inclusion to improve the quality of education within the local and regional community. Create Technology, SEND, and Care and Education 'Academies' to provide crucial skills and knowledge to enable young people to confidently progress into the world of work. Develop the whole college site through refurbishment , demolition , renovation and new build to provide a high quality conducive learning environment for the whole community.
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
2025
2026
2026
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Strategic Vision 2022-2027
This is a welcoming and inclusive college where students, especially those who need a bit of extra help to achieve, enjoy studying and feel safe. From the moment students meet security staff at the front gates to their interaction with staff at all levels, they know they are part of a college that supports them. - Ofsted Oct 2019
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VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
VISION & STRATEGIC INTENTS - TRANSFORMING LIVES
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College Switchboard 020 8319 9700
College Administration 020 8319 9701 admin@shc.ac.uk
Red Lion Lane London SE18 4LD Website www.shc.ac.uk Facebook @ShootersHillCollege Instagram @shcsixthform