Strategic Plan 2024 – 2027

We are a Trust committed to working together for the benefit of all students across our family of schools. However, we do fully appreciate the need for local identity. It is with this approach in mind that we have developed our strategic plan for our Trust’s next chapter.

Leaders across the Trust are fully committed to striving for excellence in all that we do. We understand that families trust us each day with their most prized possession i.e their child, and we all are here to serve the students in our care. Over the next few years, we will be working relentlessly on achieving our vision of enhancing life choices.

We have four strategic anchors which inform the detail of our operations, decisions and staffing structure.

Compelling Culture

We build a compelling learning culture built on strong professional relationships where all can achieve by:

  • Continually crafting inclusive learning environments based on a culture of kindness and consistency, where all students can thrive and achieve.
  • Maximising life choices for all through high-quality careers guidance and active engagement with employers and educational providers.
  • Providing opportunities for all students to have valuable learning experiences outside the classroom, which builds social and cultural capital.

High-value Curriculum

We craft and implement a high-value curriculum that is knowledge-rich to allow the meaningful application of skills by:

  • Providing a curriculum that is ambitious for all students and meets national expectations.
  • Delivering quality first teaching to all students, focusing on effective formative assessment and literacy.
  • Using data intentionally to provide targeted preventions and interventions to students.

Putting People First  

We put people first through high-quality professional learning and a culture of coaching by:

  • Offering a highly attractive career framework to ensure we are genuinely an employer of choice.
  • Providing relevant, research informed, professional learning for all employees so that talent is developed and maximised.
  • Developing and promoting our approach to diversity and inclusion.

Empowered to Lead

We create a healthy organisation, free from politics and confusion and establish clarity by:

  • Adopting a positive and agile approach to the deployment of resources, ensuring we work smarter, not harder, coupled with robust improvement planning processes.
  • Following the empowered to lead operating and change management process to gain clarity and consistency.
  • Broadening our civic responsibility via innovative strategies and actively seeking value-added partnerships.

Key strategic projects 2024 – 2027

  • Improving attendance

  • Increasing attainment

  • Developing and retaining talent

  • Building an efficient and sustainable organisation