Vision 2030 Strategic Directive - Shaw Trust

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Vision 2030 Strategic Directive - Shaw Trust
Vision 2030
Strategic Directive
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                            Vision 2030 – Strategic Directive


         We commit
                                    Foreword                                                       4
                                    Introduction                                                   7
                                    Who we are: our vision, mission, commitment and values         9

         ourselves to               How will we meet our mission?
                                    The challenge and need in the decade ahead

         building a better
                                    Those we support are at the heart of our services             16
                                    Our commitment to those we support                            17
                                    Our people, communities and our commitment to them            19

         future for those           Delivering social value outcomes for those we support
                                    The Shaw Trust framework of Child to Career support

         we support
                                    Our strategic aims to 2030                                    23
                                    Our initial strategic actions to 2022                         25
                                    The Shaw Trust Foundation: the heart of our charity           27
                                    The Shaw Trust Policy Institute: our Think Tank               29

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Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                                   Vision 2030 – Strategic Directive

                                    The 1942 report Social Insurance and Allied          The Government has recognised that                         multi-disciplinary skills and services to offer
                                    Services (aka the Beveridge Report) was the          extraordinary measures are required to                     tailored support which is people-centred and
                                    intellectually strong and socially empathetic        alleviate the extraordinary impact of the 21st             not driven by the profit motive. In addition,
                                    foundation on which our present-day Welfare          century’s Giant Evils. From the Treasury to the            we will use our experience to advocate on
                                    State was built. Two aspects of the Beveridge        Departments there is an acknowledgement of                 behalf of those in need. The Shaw Trust
                                    Report are truly remarkable.                         the need to fund partners who have the scale to            Foundation will use profits and donations to
                                                                                         make a difference but the sensitivity to ensure            provide ‘top-up’ funds for individuals where
                                    The first is its optimism – it was produced by the   that interventions deliver sustainable outcomes.           statutory monies are not available; and
                                    social economist’s investigative committee long                                                             •   People who commission us: Vision 2030
                                    before the outcome of World War II was even          This is the backdrop for Vision 2030 – at its core         explains how we will work with commercial
                                    close to being predictable.                          are two concepts:                                          and charitable partners to meet our
                                                                                         • One Shaw Trust: Our 3000 people and 1000                 commissioners’ policy objectives. The Shaw
                                    The second is its longevity – eight decades later,       volunteers add up to an enormous volume of             Trust Institute will provide evidence-based
                                    many of its solutions – or their descendants             knowledge and skill underpinned by a deep              inputs to assist the design of outcome-
                                    – remain in place today of which the NHS,                human empathy. Our strategy brings those               focused policies.
                                    Universal Credit and Job Seekers Allowance are           assets together to create an unmatchable
                                    some. What is much less a cause for celebration          strength; and                                      Finally, Vision 2030 defines the short to medium
                                    is that Beveridge’s targets – the five ‘Giant        • Child to career: For too long, services for          term priorities which must be met to ensure that
                                    Evils’ of ‘Want, Disease, Ignorance, Squalor and         the victims of the Giant Evils have been           we have an organisation fit for the next decade.
                                    Idleness’ still stalk the streets of our country.        delivered piecemeal. Early experiments such
                                                                                             as our Hubs showed that helping people             I would like to close with thanks. First to Chris
                                    Exacerbated by the pandemic, conditions for              to access Doctors, Dentists, Social Workers,       and his team for turning the ambitions discussed
                                    those who find it hard to fulfil even their basic        etc in a single location improved outcomes         at the Board’s offsite into Vision 2030 and
                                    potential have become more challenging.                  significantly. Child to career will take this to   second, to everyone who works for us and with
                                    Families are struggling to make ends meet and            the next stage by joining up our support           us without whom our country would be a poorer
                                    are resorting to food banks in record numbers,           over the years during which we can make a          place.
                                    the prioritisation of resources to fight Covid-19        difference.
                                    has prevented patients from accessing routine
                                    medical support, pupils and students have            Based on One Shaw Trust and child to career
                                    missed months of education and unemployment          we intend to use our special status as an
                                    is rising.                                           organisation with a business head and a
                                                                                         charitable heart to meet the needs of our twin
                                    The complex human needs which this                   constituencies:
                                    combination unleashes are unprecedented in                                                                  Sir Ken Olisa
                                    peace time and will persist for many years come.     • People whom we help: Vision 2030 lays
                                                                                             out how we will deploy our nationwide,             Chair of Trustees

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Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                         Vision 2030 – Strategic Directive

    Helping build a future where
    rewarding employment is
    accessible for all.

                                                                                 Shaw Trust believes in the right of every person       and through a combination of organic growth,
                                                                                 in the United Kingdom to live a decent and             mergers and acquisitions we have become the
                                                                                 dignified life through good1 employment.               UK’s largest not-for-profit social enterprise in the
                                                                                                                                        employability sector.
                                                                                 We are a not-for-profit social enterprise that
                                                                                 seeks to improve life chances for employment           Today we are a charity that remains committed
                                                                                 for people who face social and economic                to employment as the core pathway to a better
                                                                                 challenges, or who may also be disabled or have        life. However we recognise that access to good
                                                                                 complex needs.                                         employment is critically dependent on what
                                                                                                                                        happens in people’s formative years and the
                                                                                 We know that inequality and barriers to                opportunities they then have.
                                                                                 accessing good employment impact significantly
                                                                                 on people’s income, sense of purpose, social           To address this, we provide a broadened
                                                                                 connections and personal agency. These                 framework of complementary services including;
                                                                                 inequalities and barriers often begin early in life,   Education and Skills, Children and Young People’s
                                                                                 impacting on individuals throughout their school       Services, Health and Wellbeing.
                                                                                 years and into early adulthood.
                                                                                                                                        This Vision 2030 Strategic Directive outlines
                                                                                 We have grown from humble beginnings.                  our ambition and commitment to deliver high
                                                                                 Founded in 1982 as a small charity in the              quality services to the people we support and to
                                                                                 Wiltshire village of Shaw, our initial focus was to    our commissioners for the decade ahead.
                                                                                 find employment for disabled people. Over time

                                        We aim to make a                                                                                      Helping the people we
                                        tangible difference to the                                                                            support improve their life
                                        lives of society’s most                                                                               outcomes

                                                                                     Meaningful, rewarding, purposeful and dignified.
6                                     Shaw trust of
                                        A photo  supported  individual
                                                    a Charity          in work
                                                              Shop Volunteer                                                                                                               7
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                      Vision 2030 – Strategic Directive

                                                                              Who we are: our vision,
                                                                              mission, commitment
                                                                              and values
                                                                              At Shaw Trust we take pride in our ‘charitable heart with a commercial brain’ approach to what we
                                                                              do. Our focus is to deliver quality services that also maximise social value and social investment to
                                                                              communities. This approach allows us to meet:

                                                                                   Our Vision                                          Values
                                                                                   A future where good1 employment is
                                                                                                                                       We believe that who we are and the values we
                                                                                   accessible to all in society irrespective of life
                                                                                                                                       hold directly improves the quality of what we
                                                                                                                                       provide to those we support. Our values guide
                                                                                                                                       and focus us every day:

                                                                                                                                        We care about people;
                                                                                                                                        We support our staff and people we work
                                                                                   Our Mission                                          with to realise their potential and transform
                                                                                   To co-create and deliver high quality                their lives.
                                                                                   employability programmes and
                                                                                   complementary services for people                    We make a difference;
                                                                                   with complex needs, challenging life                 Making a lasting positive impact for the
                                                                                   circumstances or other barriers that impact          people we support is the reason we exist. We
                                                                                   on access to work.                                   deliver high performance across our services,
                                                                                                                                        helping people to improve their lives.

                                                                                                                                        We are inclusive;
                                                                                   Our Commitment:                                      We value the ideas, views and strengths
                                                                                   To focus our experience, skill, advocacy             of everyone we work with and support.
                                                                                   and passion to deliver the highest quality           Everybody is different and everybody is equal.
                                                                                   services for the people we support and to
                                                                                   improve opportunities and access to work             We are collaborative;
                                                                                   now and for the long term.
                                                                                                                                        Working together is more effective and
                                                                                                                                        efficient. We believe that by working together
                                                                                                                                        with those we support and our partners we
                                                                                                                                        create better services and solutions.

                                                                                                                                        We are honest;
                                                                                                                                        We are authentic, accountable and
                                                                                                                                        transparent in all we do.

                                                                                  Meaningful, rewarding, purposeful and dignified.
8                                   Supporting a customer to move into work                                                                                                              9
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                                             Vision 2030 – Strategic Directive

                                                                                              How will we meet
                                                                                              our mission?
                                                                                              Employability pathways and programmes                        Needs) or disability challenges, through a range
                                                                                              are at the core of what Shaw Trusts delivers.                of additional services including our:
                                                                                              We will work with those we support and                       •     Multi-academy trust schools
                                                                                              our commissioners to create and deliver a                    •     Apprenticeships.
                                                                                              framework of quality services that increase                  •     Justice programmes, including youth
                                                                                              the opportunities to access and gain good                          offenders, and Probation services.
                                                                                              employment. We will also increase the social                 •     Careers advice and guidance for school
                                                                                              value we deliver through re-investing our                          children, young people and adults.
                                                                                              surpluses into programmes for individuals and                •     Children’s homes and fostering service
                                                                                              communities and by advocating for greater                    •     Health and mental well-being programmes.
                                                                                              social equity.
                                                                                                                                                           We will partner with small to medium sized
                                                                                              Our framework to enhance contracted                          organisations wherever possible – people who
                                                                                              employability outcomes will include:                         are expert and rooted in place, so as to better
                                                                                              •   Education and Skills.                                    meet local needs and so nurture sustainable
                                                                                              •   Children and Young People’s Services.                    communities and supply chains.
                                                                                              •   Health and Well-being.
                                                                                                                                                           Shaw Trust is committed to continuous
                                                                                              Using this framework, we will focus on helping               improvement. It will continue to draw on its
                                                                                              people with specific or complex needs, whether               delivery expertise and experience to improve
                                                                                              social, economic, learning (Special Educational              its programmes and to use that experience
                                                                                                                                                           to advocate for and influence public policy on
                                                                                                                                                           behalf of those we support.

                                                                                                   Creating enduring outcomes for
                                                                                                   the people we support
                                                                                                                                                          Regional and locally
                                                                                                   Promoting social aspiration                            partnered solutions and
                                                                                                   and mobility through                                   delivery powered by our
                                                                                                   breaking down barriers to                              national perspective
                                                                                                   progress by;                                           resulting in;

                                                                                                                                 Delivering better today’s                          Improved outcomes for the
                                                                                                                                 and tomorrows through                              people we help, their families
                                                                                                                                 employability, education,                          and their communities.
                                                                                                                                 care and well-being, through;

10                              One of our apprentices we’ve supported operating a forklift                                                                                                                          11
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                    Vision 2030 – Strategic Directive

                                                               The challenge and need
                                                               in the decade ahead

                                                               Strategic Context                                    The impacts of the Covid-19 pandemic and
                                                                                                                    accompanying recession will be felt in various
                                                               The 2010s were shaped by austerity following         forms, but the shock waves sent through the
                                                               the near global collapse of the banking sector       UK labour market are set to be some of the
                                                               in 2008. This has had a profoundly detrimental       hardest felt. We are moving from a decade of
                                                               impact on the lives of many across all metrics.      relatively high employment into a decade where
                                                               The 2020s will continue to be shaped by its          unemployment is rapidly rising. Evidence from
                                                               legacy and now amplified by the impact of            previous recessions shows us that unemployment
                                                               Covid-19 for as much as the first half of the        falls slowly after recessions typically leading
                                                               decade. Shaw Trust’s strategy over the next          to higher long-term unemployment, with
                                                               decade will therefore focus relentlessly on          lasting ‘scarring’ effects on individuals and
                                                               creating high quality programmes and on              the economy. Bank of England officials expect
                                                               building the capacity to help as many people as      unemployment to jump from 4% to 9% by
                                                               possible to adjust to and navigate the complex       the end of the second quarter, with the OECD
                                                               employability challenges that lie ahead.             estimating that the pandemic will leave at least
                                                                                                                    one in ten workers unemployed.

                                                               Situational forecast analysis for                    Young people are predicted to be hit especially
                                                               the 2020s                                            hard by the pandemic. At least 1.5 million
                                                                                                                    young people are forecast to be out of full-time
                                                               Overcoming the damaging impacts of                   education, training or employment by the end
                                                               the coronavirus pandemic is set to frame             of the year. Those out of work, and in particular
                                                               government policy for much of the coming             groups who faced employment opportunity
                                                               decade. The impacts of the pandemic are not          gaps pre-Covid, are likely to be impacted
                                                               being felt equally and will exacerbate many of       disproportionately by the pandemic. In weaker
                                                               the inequalities that existed pre-Covid.             jobs markets, those already out of work will fall
                                                               The UK economy is predicted to contract by           further behind. The disability employment gap
                                                               11.5% and by 14% if the virus returns later in the   will widen in coming years if more is not done to
                                                               year. The shape of the recovery has been hotly       retain focus. Most layoffs in recent months have
                                                               debated by economists. ING economist James           occurred among low-paying jobs, where disabled
                                                               Smith, summarises an emerging consensus that         workers often find themselves. This comes on
                                                               “the prospects of a ‘V-shape’ recovery have long     top of the fact that disabled people are already
                                                               since faded, and we should not expect the size of    twice as likely to be out of work as those not
                                                               the UK economy to return to pre-virus levels until   disabled.
                                                               at least 2022”.

12                                  A customer group session                                                                                                       13
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                Vision 2030 – Strategic Directive


                                                                         For the future of the labour market four key          focus on sectoral growth in priority sectors for
                                                                         factors emerge:                                       the UK economy, such as the green economy,
                                                                                                                               construction and digital as we look to rebuild the
                                                                         A significant skills gap.                             economy over the coming decade.
                                                                         It is already thought that 40% of the workforce
                                                                         do not have appropriate qualifications for their      Good work.
                                                                         job and this is set to increase significantly by      The growth of atypical work has been a trend
                                                                         2030. The digital divide further exemplifies the      of the 2010s e.g. the gig economy and zero
                                                                         skills gaps the UK faces; it is estimated that more   hours contracts. With the disruptive impacts of
                                                                         than 10 million UK adults still have either no or     automation set to accelerate as we approach
                                                                         very limited digital skills.                          2030, there will be continued focus over this
                                                                                                                               decade on what ‘good’ work looks like, what skills
                                                                         Sectoral changes.                                     are needed for the jobs of the future, and how
                                                                                                                               we support those in low pay to progress in work.
                                                                         Covid-19 has hit some sectors much harder than
                                                                                                                               Skilling, upskilling and re-skilling will be essential
                                                                         others, such as hospitality, non-food retail and
                                                                                                                               requirements for opening up employability for
                                                                         leisure industries; sectors which are often an
                                                                                                                               all in the 2020’s, as will the quality of education
                                                                         entry point into the labour market for young
                                                                                                                               received by school children and young people.
                                                                         people. Jobs in other sectors, such as health,
                                                                         social care, and key public services, have held
                                                                         up or in some cases even increased. It is likely      Health and Wellbeing
                                                                         that these sectors may continue to grow, while        Against this backdrop is the changing
                                                                         some of the aforementioned sectors may                demographic of our society. We have an ageing
                                                                         never fully recover, thus altering our economy        population, and the Work Foundation’s estimate
                                                                         fundamentally. At the same time, sectors that         is that 40% of the working age population
                                                                         employ a disproportionately high number of            will have long-term health conditions by 2030.
                                                                         EU nationals working within them, for example         Increasingly health has come to dominate public
                                                                         nursing, are likely to be affected by Brexit and      spending, with pre-Covid estimates anticipating
                                                                         will struggle to fill their vacancies in coming       that it would account for 40p in every pound of
                                                                         years without a concerted national shift in           public spending by the end of 2021, which is up
                                                                         skills uplift and accompanying recognition and        from 31p in 2009-10.
                                    A significant skills gap,            reward. Additionally, there will be significant
                                    sectoral changes and
                                    diminishing meaningful
                                    work are impacting the
                                    future labour market

14                                            A charity shop volunteer                                                                                                            15
Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                      Vision 2030 – Strategic Directive

Those we support are at                 Making a difference for
the heart of our services               those we support
                                        Our purpose is to improve the opportunities                 people as possible through our commercial
                                        for the people we support to be able to access              acumen and delivery excellence in the decade
                                        and gain work through our programmes. The                   ahead. This will require us to be robust, resilient
                                        2020s will be even more challenging for those               and innovative as an organisation, if we are
                                        we traditionally support to find work, as well as           to increase the pathways available to good
                                        for many others – both young and old. Our aim               employment.
                                        is to meet this growing need and reach as many

                                        Our commitment to those we support in the
                                        coming decade (2020-2030):
                                        Justice & Community Services                                   Justice & Community Services
                                        37,000 (13%)                                                   500,000 (10%)
                                                                       Shaw Education Trust                                           Shaw Education Trust
                                                                       10,000 (3%)                                                    200,000(5%)

                                    Employability                                               Employability
                                    42,000 (14%)                                                1,000,000 (20%)
                                                                               Children’s Services & H2I
                                                                               102,000 (35%)
                                                                                                                                                   Learning and Skills
                                                                                                                                                   2,000,000 (35%)
                                                        Learning and Skills
                                                        101,000 (35%)
                                                                                                                           Children’s Services & H2I
                                                                                                                           1,300,000 (26%)

                                                                                    By 2030 we aim to have supported
                                                                                    around 5 million people through our
                                                                                    child to career programmes

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Vision 2030 Strategic Directive - Shaw Trust
Vision 2030 – Strategic Directive                                                                                                                                                  Vision 2030 – Strategic Directive

                                                                                              Our people, communities and
                                                                                              our commitment to them
                                                                                              Our people, both staff and volunteers, are our                               to shape our workforce.
                                                                                              greatest strength. They are the custodians of                           •    Creating safe spaces for anyone in
                                                                                              our culture as an organisation and they are                                  our workforce – especially those with
                                                                                              the deliverers of our quality programmes and                                 protected characteristics.
                                                                                              services. They are also our direct link with those                      •    Be committed to our volunteers ensuring
                                                                                              we support. As a national service provider Shaw                              they receive the correct training and
                                                                                              Trust does not work alone;                                                   recognition whilst supporting our
                                                                                              •   We build communities of partnerships                                     programmes.
                                                                                                  rooted at the local level, preferably small and
                                                                                                  medium social enterprises and purpose led                     For our people, communities and
                                                                                                  businesses.                                                   commissioners we will:
                                                                                              •   We aspire to deliver our programmes in a                      • Be guided by the UN Global Goals for
                                                                                                  way that protects the environment and we                         Sustainable Development and pro-actively
                                                                                                  will build supply chains that support this.                      shape our programmes, processes and
                                                                                                                                                                   actions by them. We aim:
                             A photo of Chris Luck and Sanita Marshalleck on CEO Shadow day   •   We aim to maximise social value and return
                                                                                                  on social investment in our programmes and                        • To be carbon neutral by 2030.
                                                                                                  services and will use all our surplus to deliver                  • To build green approaches from all our
                                                                                                  additional social value projects.                                     stakeholders and partners.
                                                                                                                                                                • Fulfil our Corporate Social Responsibility both
                                                                                              For our people we will:                                              as an employer and as a deliverer of services
                                                                                              • Pay the National Living Wage with a target                         to society.
                                                                                                 to be a Real Living Wage company by 2025                       • Be guided by the findings and operational
                                                                                                 or earlier.                                                       principles described in NESTA’s1 ‘Good and
                                                                                              • Offer a cross-organisation career path for                         bad help: How purpose and confidence
                                                                                                 those aspiring to broaden and develop their                       transform lives.’
                                                                                                 careers beyond their immediate roles. This                     • Invest in the communities where we deliver
                                                                                                 will include:                                                     by building local partnerships first and by
                                                                                                  • Internal apprenticeships.                                      leaving them stronger when we leave.
                                                                                                  • Future Leaders’ Development                                 • Be innovative and proactive; anticipating
                                                                                                       Programme.                                                  changing need and constructing solutions
                                                                                                  • Shadow CEO Programme.                                          through co-creation with our people and
                                                    Our people are our most                       • Targeted Continuous Professional                               commissioners.
                                                                                                       Development.                                             • Build robust and resilient supply chains with
                                                    important asset                               • Staff Training Pathways developed to                           local partners who share our values and
                                                                                                       support progression opportunities for all                   principles:
                                                                                                       staff.                                                       • We will be assessed by the DWP supply
                                                                                              • Be committed to a fully diverse and                                     chain management ‘MERLIN’ standard
                                                                                                 representative workforce:                                              as ‘good’ or better.
                                                                                                  • No artificial barriers or ceilings to                           • As a prime contractor we will pass down
                                                                                                       advancement whatever your background.                            the same or better terms to our supply
                                                                                                  • Positive action where appropriate 		                                chain partners.

18                                                     Working in one of our enterprises      1
                                                                                                NESTA is an innovation foundation, for us innovation means turning bold ideas                                    19
                                                                                              into reality and changing lives for the better.
Vision 2030 – Strategic Directive                                                                                                                    Vision 2030 – Strategic Directive

                                                                                Delivering social
                                                                                value outcomes for
                                                                                those we support
                                                                                As a national charity our aim is always to         across the group to deliver the best possible
                                                                                maximise the outcomes for those we support         outcomes in response to the evolving need.
                                                                                with the programmes, resources and skills
                                                                                available.                                         There are three social value adding levels
                                                                                                                                   through which Shaw Trust aims to maximise
                                                                                The One Shaw Trust model allows us to use all      its social value to society:
                                                                                our skills, experience and programmes from

                                                                                                                 Social Value Outcome level 1

                                                                                  The commercial contracts that we undertake to deliver will only be those that meet our

                                                                                                                 Social Value Outcome level 2

                                                                                  Any one we support will be able to potentially benefit from a layering of services from across
                                                                                  the Group, even if outside their own commissioned programme.

                                           As a charity our aim is
                                           always to maximise the                                                Social Value Outcome level 3
                                           outcomes for the people
                                           we support                             The Shaw Trust Foundation will commission and support additional social value programmes
                                                                                  with the surplus from our commissioned programmes and from charitable donations.

20                                  Supporting someone through an IAG session                                                                                                      21
Vision 2030 – Strategic Directive                                                                                                                                Vision 2030 – Strategic Directive

The Shaw Trust                                                                              Our strategic aims
framework of Child 		                                                                       to 2030
to Career support
                                                                                            After a decade of austerity and the impact of       To deliver our aims we will:
                                                                                            Covid-19, the demand for Shaw Trust’s services
                                                                                            is increasing and will drive our plans to respond   •   Establish the Shaw Trust Foundation and
We will concentrate on three key themes in our   •   Education and Skills                   with increased capacity whilst retaining quality.       Shaw Trust Policy Institute.
framework of supporting Child to Career. This    •   Children and Young People’s Services   We will retain employability as our principle       •   Expand our employability programmes
approach allows us to support people at any      •   Health and Well-being                  specialisation and to support it we will grow our       through the new DWP departmental
stage by joining our programmes as and when                                                 complementary services in:                              framework as a partner of choice.
depending on their needs:                                                                                                                       •   Grow our balanced portfolio to support the
                                                                                            •   Education and Skills.                               national need.
                                                                                            •   Children and Young People’s Services.           •   Establish a second multi-academy trust
     The framework of Child to Career support                                               •   Health and Well-being.                              modelled on the Shaw Education Trust.
                                                                                                                                                •   Examine the requirement and portfolio fit for
                                                                                                                                                    Early Years interventions.
                                                                                            The strategic aims of Shaw Trust are to:            •   Maximise the potential of our Homes 2
                                                                                            •   Maintain a balanced portfolio of services to        Inspire children’s homes.
                                                                                                ensure robustness and resilience across the     •   Increase our children’s services engagement
                                                                                                Group                                               with Youth Offending Teams across the UK.
                                                                                            •   Innovate and continuously improve our offer     •   Increase our children’s services support for
                                                                                                to include digital-by-design and digital-by-        looked after children, young offenders and
                                                                                                execution where and when appropriate.               young people who are at risk of becoming
                                                                                                                                                    NEET1 by expanding our NEET offer.
                                                                                            •   Deliver an integrated, blended and seamless
                                                                                                                                                •   Expand our Health and Wellbeing services
                                                                                                portfolio of services and programmes that
                                                                                                                                                    support using the ‘Live Well Kent’ model.
                                                                                                are locally based and nationally scalable.
                                                                                                                                                •   Review and adjust the various Social
                                                                                            •   Continue our advocacy work through                  Enterprises now within the Shaw Trust group
                                                                                                dialogue with commissioners and                     for strategic fit within our growth pathways
                                                                                                government to improve access to and quality         and layered services.
                                                                                                of employment for all.

                                                                                            Not in Education, Employment or Training.

22                                                                                                                                                                                             23
Vision 2030 – Strategic Directive                                                                                                    Vision 2030 – Strategic Directive

                                                                  Our initial strategic
                                                                  actions to 2022

                                                                  Our actions will be:                                • To maintain the MERLIN standard at ‘good’
                                                                  • To complete the consolidation of Shaw               or ‘better’.
                                                                    Trust’s acquisitions of Prospects Ltd and Ixion   • To achieve DWP Quality Framework Gold
                                                                    Holdings Ltd, including divesting non-core          Standard.
                                                                    entities.                                         • To maintain and improve Ofsted outcomes
                                                                  • To treat, transform or dispose of non-core or       across the Group.
                                                                    non-contributing businesses.                      • To withdraw responsibly from legacy
                                                                  • To complete Group integration and                   international commitments to concentrate on
                                                                    transformation to establish the ‘One Shaw           the UK.
                                                                    Trust’ model.                                     • To work with the Westminster Government
                                                                  • To maintain a balanced portfolio of                 and the devolved administrations of the UK
                                                                    services to avoid dependency on a single            to increase and improve opportunities for
                                                                    commissioner or contract.                           those we support.
                                                                  • To maintain and further drive quality,
                                                                    compliance and continuous improvement

24                                  Our charity shop volunteers                                                                                                    25
Vision 2030 – Strategic Directive                                                                                                                      Vision 2030 – Strategic Directive

                                                                              The Shaw Trust
                                                                              Foundation: the heart
                                                                              of our charity

                                                                              As a charity we add value to everything we do by       community of volunteers and other supporters
                                                                              investing back into the people and communities         to campaign for and support our charitable
                                                                              we support. The establishment of the Shaw              mission.
                                                                              Trust Foundation gives the charity a visible and
                                                                              accountable rallying point for the charitable          Initially the core activity of the foundation
                                                                              purpose and activity in our organisation. The          and funding allocations will focus on three
                                                                              Foundation will receive the surplus revenue            programmes.
                                                                              generated through our contracted services and
                                                                              will also actively fundraise to support our work. It
                                                                                                                                                     Funding Futures
                                                                              will house the Shaw Trust Policy Institute, which
                                                                              will champion positive change for the people            Grants for individuals to support progression in
                                                                              and communities we support, and the sectors we                       education or learning.
                                                                              operate within.
                                                                                                                                                  Projects for progress
                                                                              The Foundation aims to create a better                    For projects that address a core theme and
                                                                              tomorrow for more people across the UK by                  are short term to meet a specific need, to
                                                                              establishing a grant giving programme to offer           show financial sustainability at funding end.
                                                                              access to services and support not otherwise
                                                                              available.                                                           Size up, Scope Out
                                                                                                                                       A capacity building programme to help small
                                                                              The Foundation will help us increase our impact                voluntary sector organisations.
                                                                              by maximising opportunities to generate social
                                    “Disability wasn’t my problem; it         value with like-minded organisations. The
                                                                              Foundation will advance social justice through         The Foundation will also continue to coordinate
                                     was the problem of how society           social value adding programmes, support                corporate volunteering opportunities as well
                                     was organised – for able-bodied          initiatives that build community and improve           as promote the Shaw Trust staff volunteering
                                                                              individual lives, and champion those with barriers     scheme.
                                     people only.”                            to progression in life. The Foundation will build a
                                                     Baroness Jane Campbell

26                                                  Baroness Jane Campbell                                                                                                           27
Vision 2030 – Strategic Directive                                                                                                                            Vision 2030 – Strategic Directive

                                                                                       The Shaw Trust Policy
                                                                                       Institute: our Think Tank

                                                                                       The Policy Institute is the advocacy engine for       The Shaw Trust Policy Institute acts as both an
                                                                                       Shaw Trust, championing positive change for the       internal think tank to support the wider Shaw
                                                                                       people and communities we support, and the            Trust organisation, as well as contributing to
                                                                                       sectors we operate within. We advocate policy         the external public policy debate. The Institute
                                                                                       solutions to the challenges that the people we        informs the organisation of the ever-changing
                                                                                       support, our sector and our society face. To do       external landscape and disseminates essential
                                                                                       this, we will continue to learn directly from our     information in order to support the organisation
                                                                                       delivery of our services, as well as using research   in making informed strategic choices.
                                                                                       to drive improvements in our service delivery.


                                                                                                             Policy papers            Impact

                                                Helping Shaw Trust
                                                achieve its mission                                                                 Advocacy
                                                through advocacy

28                                  CEO Chris Luck with the Institute for Government                                                                                                       29
Delivered by Prospects                         Delivered by Ixion

Shaw Trust Registered Charity No. England & Wales: 287785. Scotland: SC039856.
Registered address: Black Country House, Rounds Green Road, Oldbury, B69 2DG
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