Trust Strategy

Guiding Principle

We are a values-led organisation focused on transforming lives through high quality collaboration and innovation across and beyond our family of schools.

Core Vision

Employer of ChoiceEducator of ChoiceA Community Organisation
The right work/life balanceValued by stakeholdersSupporting Schools regionally
Strong leadership pathwaysRecognised by external partnersIntelligently contributing to national agendas
Outstanding staff developmentParents’ choiceSchools are central to the community
Strong cultural integrityChildren’s choiceDeveloping rounded citizens
Enhanced terms and conditionsOutstanding outcomesPreparing children for a multi-cultural world

Strategic Approach

ConnectedInformedFocussed
Our core values of trust and authenticity enable colleagues to achieve deeply collaborative partnerships.Our core values of trust, responsibility and authenticity ensure that we all have the quality information we need to achieve our best.Our core values of hope, energy and responsibility ensure that we keep the most important issues as priorities for us all.

Priority Workstreams

ConnectedInformedFocussed
1Networking is embedded in the culture and is routinely evaluated for impactIntelligent and accurate information is used to focus our work on the right priorities.Rigorous self-evaluation which is externally moderated and grounded in evidence.
2System leadership is realised locally and regionally with all leaders contributing to the Trust/sector development Quality conversations support our understanding of our organisation and the development of our people.Precise and sharp school improvement planning that is dynamic in driving the school forward.
3Trust wide support is proportionate to need and is general, targeted or critical, dependent on circumstance

KPIs

KPI 1:  To ensure all our schools are Good or better by Summer 2018.

KPI 2: To ensure that pupils’ progress and attainment across the Trust are above national average with a particular focus on raising attainment in maths at the end of KS2 and attainment of disadvantaged pupils at the end of KS1.

KPI 3: To develop and maintain a sustainable staffing structure that can accommodate anticipated growth, within a reducing financial operating model.

KPI 4: To ensure all leaders fully understand and implement the core principles that underpin the MAT approach to teaching and learning.

KPI 5: To ensure leaders across the MAT have a clear understanding of the levels of curriculum autonomy.