Telford is now a major town with a population of 150,000 which developed out of the Telford New Town which was based around the existing population centres in Wellington, Dawley and Madeley. These centres, together with the industrial areas of Ironbridge, Hadley and Oakengates and the market town of Newport with an extensive rural hinterland, have formed the Telford and Wrekin Authority.

After the decline of many of the area's traditional industries there has been a major inward investment of new manufacturing and service industries. These new employment opportunities and a population growing at a rate of 1,600 each year have seen a dramatic rise in new housing and have made Telford and Wrekin a thriving, innovative and developing area.

In spite of the improved investment and prosperity of the last 10 years there is nevertheless a legacy of

• Low skills levels
• Poverty and debt
• Low wages
• High levels of concentrated deprivation

The new town dimension of Telford has also created a number of special factors:

• A rising number of older people, often living alone on low incomes;
• A young overall age profile, reflecting the extent to which the new town attracts younger families; - Inward migration of people with disabilities;
• High levels of inward and outward mobility - often resulting in fragile and transient communities.

Key Facts

Population is growing at a rapid rate of 1,600 each year.

Information from health records show that Telford is an area of significant 'social stress'. The district has a much higher birth rate (measured by the Standard Fertility Ratio) than England and Wales. Women in the district are 10% more likely to have children, and to have children at a much lower age than elsewhere. Nationally, births amongst under 25s accounted for 25% of all births, in Telford & Wrekin the proportion is more than a third.

Average level of qualifications of employees is well below national norms - 34% of employees in Telford & Wrekin have NVQ3 compared to 38.6% in the West Midlands and 42.3% in the UK. Over 20% are in unskilled positions compared to 8% nationally.

1998 DETR Index of Local Deprivation ranks Telford & Wrekin as the 7th most deprived of 34 authorities in the West Midlands and in the top 100 areas of deprivation nationally.

20% of children live in households with no wage-earner.

Free school meals data from the DfEE School Statistics 2000 shows that Telford & Wrekin pupils have an above average entitlement to free school meals. 19.7% of primary and secondary pupils are entitled to a free meal compared to 16.5% nationally.

The area has a high number of teenage pregnancies. The conception rate per 1000 13-15 year olds is 12.3 compared with 7.5 in Shropshire and 8.3 in England and Wales.

There is a relatively small minority ethnic population (3.5% state that their ethnic origin is non-white) but in two wards, the non-white population is over 17% and skewed towards the younger age groups.

Corporate Vision and Priorities

A period of intense consultation and careful planning in the period before Local Government Reorganisation (LGR) ensured a seamless transfer of responsibilities to the new authority. This period of consultation and planning was greatly assisted by the work of officers and elected members from the old and new authority.

This meant that on the 1st April 1998 there was already a broad vision of "a successful, prosperous community for the 21st century providing a high quality of life for all the people of Telford & Wrekin", has, at its centre, the concept of creativity and diversity of opportunity and a strong sense of belonging, self-confidence and civic pride.

The Council's corporate priorities provide the framework within which all service plans, including Education and Training, are developed and implemented. They are deeply rooted in the community and reflect the extensive consultation process. The priority of a 'Safe, Clean & Sustainable Environment' has been added this year as a result of recent consultation. These priorities are supported by a corporate drive to improve the capacity and performance of the organisation. The four corporate priorities are:

• Promoting the interests of Children and Young People
• Improving Prosperity and Combating Poverty and Social Exclusion
• romoting a Safe, Clean & Sustainable Environment
• Building a Modern Effective and Efficient Council

The Education and Training Service plays a critical role in delivering these priorities and lies at the heart of the priority for Children and Young People. The Children and Young Persons Strategy Group, an overarching body of cross-party senior members of the Council, ensures that all services are working together, with partners, to best effect.

The Children and Young Persons Strategy ensures that the needs and interests of children and young people is and will continue to be the Council's highest priority. This Strategy and the Strategy for combating poverty and social exclusion ensure that the added value of a Unitary Council can be maximised, for the benefit of children and young people.

The Strategy for Children and Young People has 4 key strands:

• Raising educational achievement
• Promoting the health and well-being of children and young people
• Improving children and young peoples safety
• Involving young people in the governance of the area.

All Council Services work towards delivering these priorities.

Education and Culture

The vision, role and strategic priorities of the Education and Training Service flow from the Council's vision and over-arching priorities, and these links are demonstrated throughout. The principles which underpin the way of working, the vision, the role of the LEA and its five strategic priorities have all been subject to intense consultation and are widely endorsed by both the Council and all 'stakeholders'.

Four guiding principles underpinned the development of the new LEA.

• Putting the interest and well-being of children and other learners at the heart of our considerations, rather than those of power or prestige;
• A commitment to 'Lifelong Learning' - education from cradle to grave;
• The creation of a positive climate based on consultation, openness, honesty, trust and celebration;
• The pursuit and creation of partnerships which make a difference to the well being and achievements of children and families, recognising the work of an LEA, school or any other education provider cannot be viewed or delivered in isolation.

The role of the new LEA was and is clearly defined and understood. It is, crucially:-

Educational leadership, which includes:

• developing a vision for the education and training community;
• bringing together an effective partnership, which engages all 'stakeholders';e
• extending opportunities for learning beyond formal schooling.

Advocacy for children, young people and other learners.

For example:

• Management of Special Education Needs (SEN) and support for pupils with learning and behavioural difficulties;
• Securing attendance and mediating between schools, parents and pupils;
• Ensuring equitable allocation of educational resources and places;
• Support for learners whose first language is not English.

Enabling the provision of services which give high quality and best value through a mixed economy of direct service provision, procurement or brokerage on behalf of schools.