The journey since the publication of our bold Strategic Plan in 2019 has been remarkable.

We have transformed ourselves into an outstanding regional college group, grown in reach, built a stronger culture, and exceeded our own expectations for high performance.

Our commitment to excellence and inclusivity has been crucial to our success and we are striving to go beyond with our Strategic Plan for 2025-2030. Building on our past, we have launched a reimagined Values Framework, Strategic Enablers and five new Strategic Goals.

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In 2030, we will be known nationally, regionally and locally as: CHANGEMAKERS

Shaping futures for a changing world

Our Values Framework:

Value Petal Courage

Courage

We boldly approach the future with confidence and energy.

  • We are creative, forward looking and are not afraid to reimagine what and how we do things.
  • We foster a solution focussed culture where people are empowered to champion effective change.
  • We do the right thing, in the right way when it matters most.

We do not act in a way that risks our reputation.

Value Petal Authenticity Flipped

Authenticity

We are who we say we are, we do what we say we will do.

  • We uphold honesty, integrity and fairness.
  • We hold ourselves and each other to account even when it’s hard.
  • We embrace opportunities to constantly learn, grow and professionally develop

We do not fail to challenge poor practice.

Value Petal Respect Flipped

Respect

We nurture a community where everyone is welcome and belongs.

  • We think about things from other people’s point of view.
  • We enable the views of others to be heard, and genuinely value their input.
  • We are considered and measured in our words and actions.

We do not tolerate bias, exclusion, or willful ignorance in any form.

Value Petal Excellence Flipped

Excellence

We strive for excellence at the heart of everything we do.

  • We are ambitious for our college group, our staff, students and stakeholders.
  • We strive to lead in our areas of expertise.
  • We make a positive impact and pursue game-changing innovations.

We do not accept mediocrity in effort and output.

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The choices I make:

Our Strategic Goals:

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Mastering - Changemaking curriculum

We will be at the forefront of technical and academic excellence. To do so we will:

  1. Establish educational Centres of Excellence that transform delivery models of the past, look to the future, and pioneer visionary further and higher education systems.
  2. Foster deeper collaboration with industry to influence, co-design and deliver a Future Focused Curriculum, meeting priority skills, and occupations in demand.
  3. Enable all, regardless of background, age and ability to holistically develop and excel, reducing inequalities through the relentless pursuit of Outstanding Educational Quality.
  4. Shape and provide Inspirational Real-world Opportunities to take education beyond competencies, to excellence, supporting students to progress in employment or higher study.
  5. Embrace emerging technologies, innovate through Outstanding Pedagogical Approaches, creating exceptional learning experiences for all students.
  6. Inspire and equip Students with Changemaker Mindsets, and the critical skills to thrive in a rapidly changing global economy.

Discerning - Changemaking investment

We will target investment for sustainable growth. To do so we will:

 

  1. Transform our social impact through Community Place-based Delivery, nuancing provision informed by local need, whilst shaping regional skill strategy to address geographic disparity and inequity.
  2. Reimagine and reshape our approach to Regional Adult Skills Programmes, responding to the priorities of devolution, priority sectors and essential employment skills.
  3. Strengthen student progression at all levels through a renewed focus on Lifelong Learning and Flexibility to upskill and reskilling for a changing economy.
  4. Enhance and invest in Technical Higher Education for strategically important sectors and ensure graduates are well prepared for global employment opportunities.
  5. Advance our focus on Poverty and Future Planet through sustainability, procurement, resource efficiency, and the deployment of secure and effective technologies.
  6. Accelerate our Financial Strength and Investment Planning whilst demonstrating value for money and sustainability.

Influencing - Changemaking people

Update when strapline and bullet points confirmed. To do so we will:

 

  1. Make home for leadership - inclusive workplace culture. Update when confirmed.
  2. Create a Strong Employer Brand, and a compelling employee value proposition communicating what makes us unique.
  3. Identify and assess our critical roles and skills, ensuring everyone is aligned on Talent Needs and Succession Planning.
  4. Transform our talent acquisition through Sector-leading People Recruitment Practices. (Update when confirmed) Reimagine our approach to hiring practices, ensuring a diverse candidate pool, and an inclusive workplace culture.
  5. Empower our Employee Changemakers who are driven, want to have an impact, and equip them with the tools to be a voice in the organisation to drives change from within.
  6. Reshape our approach to Employee Learning and Development, retaining and developing expertise for student success, and career advancement.

Transforming - Changemaking services

We will transform the student experience through exceptional services. To do so we will:

 

  1. Reimagine our approach so that Corporate Service Departments Connect and Contribute to Our Purpose.
  2. Advance our Cyber and Technological Capabilities, reimaging a new approach to IT accessibility, and delivering a transformative approach to the trialing and adoption of new and emerging technologies.
  3. Rethink our Approach to Inclusive Practice to ensure the delivering outstanding practice for students within all funding streams.
  4. Corporate Service Leaders, prioritise an Outstanding and Innovative Student Experience transforming the effectiveness of timetabling, examinations and wider student services provision.
  5. Develop a Campus Experience and redefine our approach to the student and visitor journey to create an attractive, welcoming and distinctive first impression.
  6. Shape our approach to Strategic Communications, transforming our proficiencies for organisational success.

Pioneering - Changemaking partnerships

We will create and sustain partnerships that go beyond. To do so we will:

 

  1. Harness and empower students to be become changemakers in the development of their own learning experiences, educational success and organisational approaches to Exceptional Teaching Practice.
  2. Galvanise and Unleash Powerful Networks with our alumni to support our advancement activity.
  3. Lead, build and collaborate with voluntary, community and employer partners for Social, Economic and Place-based Prosperity.
  4. Collaborate to create Meaningful Partnerships with education and training providers specifically where values align and standards, inclusivity and impact are at the heart.
  5. Convene Excellence Clusters – a super-network of partners that exemplify bilateral innovation and deliver better outcomes for skills.
  6. Advance strong Forward-Looking Relationships with combined and local authorities, influencing and progressing strategic place-based outcomes.

Strategic timeline:

2019

Launched strategic plan for 2019-2025

2022

Rated Good by Ofsted

2024

Rated Outstanding by Ofsted

2025

Launched new Strategic Plan, Values Framework, Strategic Goals and Strategic Enablers