Strive Training is a London-based private training provider that empowers students with increased skills, confidence and motivation to succeed.
Strive Training is committed to delivering a good service to its learners, apprentices, employers and stakeholders. Leaders and managers have identified that the principles of good governance are implicit in its strategy and operations but now wants to make this explicit both in its day to day work and in its regular scrutiny of all aspects of the organisations activity.
Strive has high expectations of itself, its learners and staff.
Additional members/observers will be co-opted as necessary for input and expertise.
Putting the trainee, apprentice and employer first
Promoting high expectations and ambitions for trainees, apprentice and staff
Listening to trainees, apprentice employers and staff
Promoting inspirational training, teaching and learning and assessment
Creating a safe environment for trainees and apprentices to train, learn and develop
Providing strong strategic leadership and challenge to the senior team
Demonstrating accountability to all stakeholders, including publishing accurate and timely information on performance
Ensuring the achievement of equality of opportunity and diversity throughout the organisation
Ofsted inspectors are likely to want to see that in terms of leadership governance-
A key responsibility of the manager who will lead the assurance team will be to “oversee, develop and manage a programme of assurance monitoring visits that targets specific risk issues and complement existing assurance activities”.
Also to be “responsible for ensuring appropriate quality assurance and continuous improvement procedures are in place to enable the assurance work to be delivered to the high quality standards expected”.
They must also carry out “horizon-scanning, anticipating the impact of emerging policy and sector changes, as well as technological opportunities, acting as a champion for associated business transformation”.
The post-16 financial intervention support manager must act as a “national link” between the provider market oversight unit and the ESFA intervention team “on all things relating to intervention with ITPs”.
They must “attend meetings at ITPs, providing challenge and advice on the financial position of institutions as required”.
In addition to regular management meetings that are noted/minuted There should be regulars planned meetings of the scrutiny group. A minimum of one per month in the first instance with agendas and papers sent out at least one week in advance.
Standing items would be
|Month /Date of meeting||Agenda items/Reports/activity||Responsibility tba|
|September||In addition to Standing items each month
-focus on outcomes
-staff appraisals /review
Performance management (staff)
|December||Safeguarding report Autumn term
Away-day- business review and planning
|January||Review of Autumn term||ALL|
|February||Financial focus in preparation for year end, budget setting||OD/MD|
|March||Equality, diversity inclusion report
Away-day Business planning and review
|May||Review of contracts/sub contracts||OD|
|June||Employer and stakeholder review||ALL|
|August||Preparation for new term/outturn||OD/MD|