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Our Strategy

  • To be consistently in the top tier nationally for student progress across all school Trusts, striving to be the top performing Trust by 2023.
  • To further develop an innovative curriculum model incorporating resilience skills across an enhanced learning offer for students and staff, building on emerging approaches developed through deeper understanding of remote learning opportunities.
  • To further improve financial efficiency and effectiveness demonstrating strong financial controls, high performance against school Trusts of a similar size, and adherence to a reserves policy.
  • To facilitate a comprehensive capital infrastructure development programme funded through the Trust and central grants which secures both maintenance and enhancement, with a focus on equality of access by staff and students to excellent ICT and other facilities which support outstanding teaching and learning.
  • To establish the Trust as the employer of choice for professionals joining in any setting through a guaranteed offer of high-quality ICT infrastructure, a well-disciplined learning environment, coaching for professional development and access to opportunities for career progression.
  • To develop and define the distinctiveness of the Trust’s offer as a potential partner of choice for other institutions through modelling outstanding curricular content and pathways, clear behaviour policies, the professional guarantee (outlined above) and strong assurance frameworks for good governance.

Student Progress

To be consistently in the top tier nationally for student progress across all school Trusts, striving to be the top performing Trust, by 2023.

Strategic Priorities

  • To provide the highest quality teaching and learning for all students;
  • Provide innovative curriculum opportunities for all;
  • Develop a minimum standard classroom experience for teaching staff as part of the professional offer;
  • To be at the forefront of pedagogical, curriculum and leadership research;
  • To further develop the use of exam board expertise and subject specialists; 
  • Effective recovery following the impact of the coronavirus pandemic;
  • To develop expert SEND provision consistently across the Trust.

Key Performance Indicators

  • Progress and attainment measures – including FFT5, SSAT Top 10% and DfE Performance Tables;
  • Attendance, exclusion and NEETs targets – attendance at 3% above national rate; 0% permanent exclusion and 0% NEET
  • A number of successful applications to universities and/or Russell Group Universities
  • Education Policy Institute (EPI) contextualised performance report.

Innovative Curriculum

To further develop an innovative curriculum model incorporating resilience skills across an enhanced learning offer for students and staff, building on emerging approaches developed through deeper understanding of remote learning opportunities.

Strategic Priorities

  • to be at the forefront of curriculum research;
  • effective recovery following the impact of the coronavirus pandemic;
  • implement new modes of delivery to ensure progress both in the academies and remotely at home;
  • to further develop the contextual curriculum to reflect contemporary issues;
  • to develop expert SEND provision consistently across the Trust;
  • to further develop and differentiate the resilience curriculum;
  • to introduce the aspirational curriculum.

Key Performance Indicators

  • progress and attainment measures – including FFT5, SSAT Top 10% and DfE Performance Tables;
  • attendance, exclusion and NEETs – attendance 97%; 0% permanent exclusion and 0%; NEET, university and Russell Group places;

Financial efficiency

To further improve financial efficiency and effectiveness demonstrating strong financial controls, high performance against school trusts of a similar size, and adherence to a reserves policy.

Strategic Priorities

  • determine a clear reserves policy for the Trust and each Academy to ensure viability and financial security;
  • regularly review the way we delegate so that the Trust maintains the appropriate balance between oversight and financial control;
  • provide highly effective and supportive core services that free up leadership time at academies to focus on providing the best education for our students;
  • allocate resources effectively and efficiently to ensure equality of opportunity.

Key Performance Indicators

  • produce three-year forecasts and monitor performance;
  • conduct external and internal reviews of its controls and processes;
  • the cost of the core service will be as low as possible to ensure that resources are available to academies;
  • the trust will regularly benchmark its performance against similar trusts.

Capital Infrastructure

To facilitate a comprehensive capital infrastructure development programme funded through the Trust and central grants which secures both maintenance and enhancement with a focus on equality of access by staff and students to excellent ICT and other facilities which support outstanding teaching and learning.

Strategic Priorities

  • equity of resource across the Trust;
  • sustained significant investment in capital works;
  • maintain a safe and secure estate across the Trust;
  • sustainability/energy efficiency.

Key Performance Indicators

  • equality of access which is conducive to 21st century learning;
  • energy costs savings;
  • successful CIF bid applications;
  • compliance with Health and Safety duty.

Employer of choice

To establish the Trust as the employer of choice for professionals joining in any setting through a guaranteed offer of high-quality ICT infrastructure, a well-disciplined learning environment, coaching for professional development and access to opportunities for career progression.

Strategic Priorities

  • continue to enhance the comprehensive coaching programme;
  • further development of leaders and internal succession planning;
  • de-clutter performance management process;
  • enhance provision of external set and marked assessments to reduce teacher workload and support professional development;
  • trusted and supported to develop own pedagogy;
  • maintain highest standards of behaviour in order for teachers to teach;
  • further develop the professional offer including minimum classroom expectations;
  • continue to develop employee/employer relations and staff well-being.

Key Performance Indicators

  • high quality recruitment retention and succession planning;
  • stable, happy, motivated staff body;
  • Staff Survey results.

Partner of choice

To develop and define the distinctiveness of the Trust’s offer as a potential partner of choice for other institutions through modelling outstanding curricular content and pathways, clear behaviour policies, the professional guarantee (outlined above) and strong assurance frameworks for good governance.

Strategic Priorities

  • expand the Trust annually across difference contexts;
  • develop a bespoke, robust due diligence process;
  • further enhance the Central Services offer to support growth;
  • develop further the successful school-to-school support opportunities;
  • continue to develop the Trust Board further to enhance the skills set available;
  • build upon accountability of each Academy Local Review Board to support the Trust Board.

Key Performance Indicators

  • all academies are full or growing;
  • no vacancies at LRB and Trust Board levels;
  • growth of the Trust.