Key Strategic Priorities
1. Provide an excellent and comprehensive curriculum offer for young people that is responsive to the needs and interests of learners, employers and the city region economy.
- Enhance the 16-18 curriculum offer to ensure it is responsive and aligned to the key growth areas of the city region economy and leads to positive destinations for learners.
- Ensure all young people access high quality English and maths provision and make progress at the appropriate level.
- Provide all young people with a range of work experience, employability and enterprise opportunities to enable them to develop and demonstrate the skills, attitudes and behaviours required for success in life and work.
- Provide excellent careers advice and guidance that ensures all young people follow an appropriate study programme enabling them to progress into further study, higher education or employment.
- Maintain a flexible and bespoke curriculum offer that is responsive to the needs and interests of young people at risk of being not in employment, education or training (NEET), including the development of Traineeships.
- Maximise external partnership opportunities and develop further links with local and regional high schools to improve transition opportunities for 14-16s and partnership working for 14-18s in response to Raising Participation Age (RPA).
- Enhance the experience and involvement of 16-18 years old learners through active involvement in college and curriculum development.
2. Provide an excellent and comprehensive portfolio of Apprenticeships to meet the needs and interests of the city region economy, employers, the community and individual learners.
- Increase the number of Apprentices (of all ages) over the duration of the plan.
- Increase the breadth of frameworks on offer, with development aligned with labour market information and the City Strategy.
- Deliver Apprenticeships that are highly valued, and have a positive impact on a business.
- Maintain timely success rates in the upper quartile of performance tables.
- Develop Higher Apprenticeship programmes in a minimum of four areas.
- Increase the efficiency and effectiveness of delivery to learners via the use of technology and flexible approaches.
- Maximise external partnership opportunities and develop a proactive approach to strategic partnerships with key employers and stakeholders in each sector.
3. Provide an excellent and comprehensive curriculum for adult learners that meet the needs and interests of the city region economy, employers, the community and individual learners.
- To provide accessible and flexible adult curriculum pathways, aligned to the skills needs of the key growth sectors of the city region economy.
- Develop more level 3 and 4 programmes to provide learners with greater opportunities to become well skilled and adaptable workforce.
- Maximise external partnership opportunities and increase ‘commercial’ portfolio for employers and individuals by 10%.
- Improve destination tracking for adults, capturing positive progression into further/higher education or employment.
- Ensure all adults have access to high quality English and maths provision to develop their skills at the appropriate level.
- Increase ‘pre-employment training’ activity to ensure more people contribute to the economy, particularly in the more disadvantaged communities.
- Provide a comprehensive ‘Community Learning’ programme, to widen participation and facilitate progression to further learning and employment.
- Provide a portfolio of programmes to meet the needs of individuals with Learning Difficulties and Disabilities, enabling progression to independent living and supported employment.
4. Increase the number of learners studying Higher Education courses at Trafford College and improve the relevance and appeal of the College’s Higher Education provision.
- Increase the number of part time and full time Higher Education (HE) learners and broaden the HE curriculum offer to better meet learner and employer needs by 2015, with a particular focus on STEM courses and external partnership opportunities.
- Increase the number of external entrants and internal progressions to Trafford College’s HE courses.
- Increase the number of progression agreements/compact agreements that the College currently has in place with local Higher Education Institutions (HEIs).
- Improve the flexible delivery of the part time Higher Education offer.
5. Self-assess as outstanding for all three key aspects of the Common Inspection Framework by 2015/16; outcomes for learners; the quality of teaching, learning and assessment and leadership and management.
- Improve the outcomes for learners across all areas of the curriculum.
- Improve the ‘distance travelled’ for level three learners from the start of their course to the end of programme.
- Increase the number of practitioners who consistently deliver outstanding teaching and learning.
- Achieve a high satisfaction rate from learners in their quantitative responses to student surveys and in their qualitative feedback in focus group meetings.
- Increase the number of curriculum departments that self-assess as ‘outstanding’ to over 50%.
6. Ensure that the College is financially stable over the period of the plan.
- Maintain a minimum of ‘good’ for financial health for the period of the plan
- Develop income streams which will deliver strong financial returns.
- Ensure that the College maintains healthy cash balances over the period of the plan.
- Continue to maintain the College’s estate and teaching resources to a high level.
7. Optimise the College’s previous and future investment in its physical resources.
- Continue to deliver outstanding accommodation that meets current and future curriculum
- requirements including a centre of excellence for the delivery of science and technology.
- Maximise the usage of the College’s estate.
- Maximise the College’s investment in IT technology.
- Align capital investment to regional priorities, employer requirements, learner needs and technological development.
8. Ensure the College recruits, retains and develops a high performing and engaged workforce which owns the College’s values and is ambitious for its future.
- Ensure a highly engaged workforce with an ambition to continuously improve performance.
- Ensure members of staff have the appropriate skills and confidence to deliver an innovative and effective digital learning technology vision.
- Attract and retain key individuals with particular emphasis on those that deliver subject specialisms where there is a skills shortage including STEM subjects and English and maths.