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

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

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


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