Strategic Intents

VISION& STRATEGIC INTENTS

I am thrilled to welcome you to Shooters Hill Sixth Form College, a place where young people can build confidence, aim high, and succeed. At SHC we are committed to preparing every student for the rapidly evolving global workplace, equipping them to thrive, as creative, lifelong learners. Our fully inclusive courses, ensure that there is something for everyone within our warm, friendly, nurturing environment.

We take great pride in our recent achievements, in transforming the lives of hundreds of students who have successfully progressed to universities, apprenticeships, employment and further education. We will remain committed in helping each young person reach their goals.

In January 2024, Ofsted rated SHC as GOOD with OUTSTANDING for behaviour and attitudes. I am incredibly proud of this positive outcome which is a testament to the care and commitment of our entire college community. Achieving a GOOD rating underpins our core values.

I warmly invite you to visit us during one of our open days and experience our community in action.

e n r o b s O f f o e G -Principal has been recognised as a...

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CONTENTS Strategic Aim 1

Strategic Aim 2

Strategic Aim 3

Inclusion & Social Mobility

Student Experience

Inspirational Practitioners

Strategic Aim 4

Strategic Aim 5

Enhancing our Digital Capacities

Meeting the needs of Local Communities

VISION & STRATEGIC INTENTS

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STRATEGIC AIM 1 To create a truly inclusive environment that is fully accessible, enhances social mobility and addresses the individual needs of all the learners.

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HOW ARE WE GOING TO ACHIEVE THIS?

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2025 Further develop an inclusive communication strategy that recognises the demography and identity of the local community.

Implement an accessibility plan that physically develops the estate to ensure the external and internal environment is user friendly. 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".

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Implement the National Centre of Diversity framework to become a national accredited centre for EDI. Ensure that all stakeholders can access all the college has to offer, including: curriculum, work experience, enrichment, free school meals, bursaries and travel.

5

Develop support strategies to ensure the effective transition of young people into college life and through the pathways of progression.

6

Identify all students who would benefit from assistive technology and develop their ability to use it effectively to gain independence and equal access to life and employment opportunities.

2026

2027

2026

2026

2027

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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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HOW ARE WE GOING TO ACHIEVE THIS?

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Fully develop a culture of literacy and numeracy being at the heart of every study programme.

2026

Develop employability, 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.

2025

3

Continue to grow relationships with community partners to develop social cohesion, a sense of belonging and that enhances the wellbeing of our students.

2026

4

Implement a set of appropriate behaviours, expectations and standards under the ‘Ready, Respectful, Safe’ philosophy 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.

2026

2026

5 6

Develop the student council’s leadership skills to use student voice as an influence for change.

Fully implement a tutorial strategy that enhances resilience and builds character and emotional intelligence to enable students to take meaningful and positive steps as young adults.

2026

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STRATEGIC AIM 3 Enable our staff to develop into truly inspirational practitioners.

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HOW ARE WE GOING TO ACHIEVE THIS?

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Facilitate the personal growth of all staff through effective, targeted and bespoke professional development opportunities.

2

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.

3

Establish a 'quality first teaching' approach to all learning to ensure all staff become 'inclusionists'.

4

Explore and develop pedagogical experimentation within teaching and learning and embrace intelligent failure to inform incremental change or improvement in practitioners.

5

Upskill academic and vocational staff into highly skilled industry standard practitioners to enable the effective delivery of technical education.

2025

2026

2026

2027

2026

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STRATEGIC AIM 4 To enhance our digital capabilities and access to learning beyond the timetable.

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HOW ARE WE GOING TO ACHIEVE THIS?

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Maintain a digital infrastructure that is future proofed and is able to accommodate rapid changes in technology and site expansion.

Further develop our management information systems to enhance the efficiencies and effectiveness of stakeholder information. Reduce the digital poverty of our stakeholders by ensuring technology is easily available.

2025

2025

2026

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.

Develop immersive technology that uses virtual reality to enhance and improve the learning of our students.

Develop the positive use of AI to enhance the student and staff experience.

Implement a continued professional development programme that enables staff to rapidly improve their digital skills.

2026

2027

2026

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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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HOW ARE WE GOING TO ACHIEVE THIS?

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Continue to improve and realign study pathways, personalising delivery and support to meet the particular needs of every student, including T-Levels, apprenticeships, bespoke alternative provision and meet the learning needs of the community.

2

Strengthen the partnership with local stakeholders to provide an alternative pathway for 14-16 education and that supports effective transition to post 16 education and training, through direct school link programmes and elective home education.

3

Explore opportunities to use our expertise in college leadership, finance, curriculum and inclusion to improve the quality of education within the local and regional community. For example, a new Construction Centre and Multi Academy Trust.

2025

2026

2026

2027

4

Develop the whole college site through refurbishment, demotion, renovation and new build to provide a high quality environment for the whole community.

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Staff have created a vibrant and diverse community, where valuing others, including their beliefs and attitudes, is central to college life. Ofsted Jan 2024

VISION & STRATEGIC INTENTS - TRANSFORMING LIVES

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