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 Choice | Educator of Choice | A Community Organisation |
|---|---|---|
| The right work/life balance | Valued by stakeholders | Supporting Schools regionally |
| Strong leadership pathways | Recognised by external partners | Intelligently contributing to national agendas |
| Outstanding staff development | Parents’ choice | Schools are central to the community |
| Strong cultural integrity | Children’s choice | Developing rounded citizens |
| Enhanced terms and conditions | Outstanding outcomes | Preparing children for a multi-cultural world |
Strategic Approach
| Connected | Informed | Focussed |
|---|---|---|
| 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
| Connected | Informed | Focussed | |
|---|---|---|---|
| 1 | Networking is embedded in the culture and is routinely evaluated for impact | Intelligent and accurate information is used to focus our work on the right priorities. | Rigorous self-evaluation which is externally moderated and grounded in evidence. |
| 2 | System 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. |
| 3 | Trust wide support is proportionate to need and is general, targeted or critical, dependent on circumstance |
KPIs
KPI 1: Incremental improvement is evident in all schools across the trust as evidenced by external evidence and moderation of internal self- review.
KPI 2: To strengthen and embed leaders and teachers shared understanding of the purpose of formative and summative assessment supported by a trust-wide view of age related expectations for all pupils.
KPI 3: To rapidly improve the achievement of all pupils at the end of KS2 in mathematics, ensuring high prior attaining pupils make progress sufficient to attain greater depth.
KPI 4: To diminish the difference in achievement between disadvantaged and their non-disadvantaged peers, while ensuring the achievement of non-disadvantaged pupils is at least in line with similar pupils nationally
KPI 5: To further develop financial performance and stability through ongoing strengthening of financial systems, process and controls