OurVision
OurMATvisionforeducationalexcellenceis: CollaborateEmpowerAchieve
MATPrinciplesandIntent
ThisBusinessPlansetsouthowweintendtodeliveragainstthefirstyearofthenew three-yearstrategy.
Chair
HelenWhite MichelleMurray CollaborateEmpower Achieve Curious Compassionate Connected Enriched Enabled Exceptional Academic Articulate Ambitious
ChiefExecutive
Part1:OurStrategy
ELTLongTermStrategy
TheEducationLearningTrusthasdevelopedaneight-pointplantodeliverasa‘strong trust’(DFE,2021)overthenexttenyears.
Highqualityeducationalprovisionwhichisthe entitlementofeachlearner.
Highstandardsofacademicachievementand personaldevelopment.
Aninnovativeandprogressivecurriculumwhich providesacross-phaselearningmodel.
Aschoolimprovementmodelwhichisgroundedin researchandunderstoodbyall.
Sustainablefinanceandbusinessstructureswhich supporttheschoolsintheMATanditsfuturegrowth.
Strongcultureofprofessionaldevelopmentand supportforthewellbeingofourworkforce
Stronggovernancewhichprovidesparticipatory contributionatalllevels.
Civicleadershipwithinthelocalcommunityto supportlearnersandtheirfamilies.
Three Year Strategy
In 2022-23 we will launch the new three-year strategy. In developing this new strategy we have undertaken extensive research, which involved examining the context in which we are operating and better understanding the influences on Education Learning Trust. We have looked closely at what is working elsewhere in the sector; received valuable input from a wide variety of people who use our service and invested significant time in talking to staff to understand how they think we can improve and what our priorities should be.
When developing the strategy, we have been conscious that we must strike a balance between being ambitious and being realistic, drawing on strengths and opportunities, but identifying the challenges we face.
In the strategy we have three, new strategic objectives:
Objective 1
Developing a model of learning across all phases through an evidence-based approach which will achieve the highest educational outcomes
Objective 2
Strengthening partnerships to create communities of improvement which extend learning opportunities beyond our organisation
Objective 3
Growing the conditions and central functions to support our organisation to advance education and deliver at scale
For objective 1, the main focus in the first year of this strategy is to complete the work we have already started to improve the quality of teaching, resources, space and capacity to provide seamless transition and continued pace of achievement between our primary schools and secondary schools.
The Business Plan outlines the critical work we will continue on quality improvements in education and to develop staff training, leading to internal accreditation.
For objective 2 in 2022-23, we will begin to look how we can further develop our partnerships to create learning, life and future work opportunities for our learners
In 2022-23, in order to deliver objective 3, we have set out a number of activities to develop our systems and processes in order to create a sustainable and vibrant organisation with high quality resources to support learning
There is much to do to deliver this business plan, but we are confident that with the commitment of our staff, we are well placed to achieve what we have set out.
Part 3: Our Strategy Overview - Key outcome and activities
Objective 1
Developing a model of learning across all phases
Key outcomes
we will have…
High aspirations for all learners and a clear vision for excellent education
All learners achieving their full potential
ELT schools are first choice in their locality and viewed as a natural step for children
Objective 2
Strengthening partnerships
A trust which attracts and develops the best staff
A learning journey for adults and pupils which is underpinned by career and a common approach to labour market information
Objective 3
Growing the conditions and central functions to support our organisation
Financial sustainability to fund future resource needs for MAT and its schools
Assurances to Trust Board on compliance with THB
Risk and performance management embedded across MAT
Resources and People
we will need…
A vision for school improvement that is understood by all
Phase and subject expertise that develops excellent subject pedagogy (2yrs to 16yrs)
Distinctive roles for school improvement defined
Families who are able to make informed decisions regarding curriculum pathways and next steps
Strong partnerships with business/industry/FE/HE
To use system leaders and hubs of expertise to promote knowledge transfer
A Talent Management Strategy providing transparent
Central team roles in place for Finance, HR, IT and Facilities
Support mechanisms to create high performing staff and teams across the MAT
Schools buildings that are high quality, environmentally sustainable and support learning
Objective 1
Developing a model of learning across all phases
Objective 2
Strengthening partnerships
Objective 3
Growing the conditions and central functions to support our organisation opportunities for effective staff to progress
To put in place integrated systems to support our schools
Create sustainable Financial strategy Systems and processes we will need…
The curriculum and assessment Charter agreed across schools outlining a through model for learning Strong systems of behaviour support leading to high engagement
An SSE process that meets the needs of schools at different stages of the improvement journey
Formative and summative assessment aligned to curriculum vision and informs a common picture of progress
A curriculum that links learning to careers
Use of research and reflection to inform evidence-based innovation and continuous improvement
Community voice for learners and adults to inform school improvement
Effective Governance process to support Trust Board and AGBs
HR and Facilities management systems in place
To develop a performance management framework and scorecards for all schools
Process in place to ensure compliance with behavior policies in all schools
Effective Governance process to support TB and AGBs
Due Diligence to evaluate alignment and provide diagnostic analysis of new joiners
Part 4: Strategy to Business Plan
What we need to deliver in 2022-25
The following pages set out the specific activities we need to undertake in 2022-25 in order to achieve the deliverables in the strategy. The activities are grouped against each strategic objective and have a relevant owner.
The focus of the plan is on transformation activity to facilitate the delivery of the strategy.
Objective 1 – Developing a model of learning across all phases
High aspirations for learners and a clear vision for excellent education
All learners achieve their full potential
ELT schools are first choice in their locality and viewed as a natural step for children
A vision for school improvement that is understood by all
Inspection Data Summary Report analysis across trust
Introduce and implement scorecards
Align school priorities to ELT school improvement themes and specific needs of communities
Review data actuals against targets, variations, trends within and between groups and schools
Appoint transition lead for KS2-3
Analyse outcomes from pupil and parent and learner surveys
Transition Lead to establish partnership working with families and ensure seamless transfer
Further appoint to School Improvement Team
Set vision for school improvement with team
Develop vision into an SI framework
Source external school improvement partners to implement external audits and add validation framework
Phase and subject expertise that develops excellent subject pedagogy (2yrs to 16yrs)
Distinctive roles for school improvement defined
Use Talent Management Strategy to identify expertise
Utilise subject specialists create a MAT curriculum framework (milestone knowledge) and target subject specific links and support
Appraisal targets aligned to Director of Learning and Innovation objectives
Outsourcing of expertise/research other MATs to develop roles and modify JDs
Objective 1 – Developing a model of learning across all phases
The curriculum and assessment Charter agreed across schools outlining a through model for learning
Strong systems of behaviour support leading to high engagement
Capture curriculum vision, mission and principles for the MAT and individual schools
Evaluate effectiveness of curriculum intent, implementation and impact
Standardisation of record lessons observations to demonstrate school commitment to the Charter as a SI metric
Implement and review codified system of SI
Senior Leader and Governor training on DFE Guidelines
NLE/Behaviour Hub support
Review ELT Behaviour Policies reflecting the emphasis on strengthening relationships and expectations
Process in place to ensure compliance with behaviour policies in all schools
An SSE process that meets the needs of schools at different stages of the improvement journey
Formative and summative assessment aligned to curriculum vision and informs a common picture of progress
Embed and review blueprint for SSE
Organise teaching and learning support between schools based on evidence informed theory
Schedule for SSE in each school reflects ELT key school improvement themes
Sequence curriculum 2-16 with corresponding performance indicators aligned to age related expectations
Benchmark expectations of pupil progress with other MATs
Establish assessment cycle to compare schools across MAT and inform networks of support
Objective 2 – Strengthening partnerships
A trust which attracts and develops the best staff
A curriculum underpinned by career and a common approach to labour market information
Workforce survey
Promote Leadership Pathway, NPQs and Research development partnerships
Partnership with experienced SCITT
Establish ECT Programme for trust
Gather evidence about barriers and enablers to career opportunities across the trust
Appoint dedicated careers lead
Secure links with FE College re developing thinking around UCAS and Apprenticeship routes and relate to EBac (Baker Clause)
Establish partnership with the Career and Enterprise Company to advise on links
Conduct Compass Self Audit Toolkit across trust
Families who are able to make informed decisions regarding curriculum pathways and next steps
Strong partnerships with business/industry/FE/HE
Parent workshops on next steps with Transition Lead
Establish SEND Curriculum pathways
Appoint ITT Lead
Source HEI partnerships to add rigour to professional development
To use system leaders and hubs of expertise to promote knowledge transfer
Contact local system leaders responsible for trusts, identify strengths and review models of deployment
Consult all SLEs and RAs to create a community of improvement that will drive the Empower Institute
Objective 2 – Strengthening partnerships
A Talent Management Strategy providing transparent opportunities for effective staff to progress
A curriculum that links learning to careers
Appoint People Development Lead
Establish clear and tracked CPD programmes for all staff
Review Talent Management Strategy and conduct senior leader analysis of school-based staff
Charter to incorporate relevant approach beyond school and Gatsby Benchmarks
Create MAT careers framework to embed in planning
Gain formal accreditation of careers programme (Quality in Careers Standard)
Use of research and reflection to inform evidence-based innovation and continuous improvement
Community voice for learners and adults to inform school improvement
Headteacher development through research (Aspirant Executive Programme)
Define a theorised blueprint for research and school improvement
Analyse outcomes from pupil and parent and learner surveys
Appoint Transition Lead
Launch Marketing/Transition Strategy
Objective 3 – Growing the conditions and central functions to support our organisation
Deliverable from strategy Activity required to succeed Accountable 22/23 23/24 24/25
School buildings that are high quality and support learning
Support mechanisms to create high performing staff and teams across the Trust
Survey of existing buildings
Estates strategy
Asset management plan
Health and Safety/Facilities systems
Create HR strategy for the Trust
High quality induction process for all staff
Create workforce plan (covering roles for central team and schools)
Create training matrix for all staff
Create leadership and management pathway and training support for leaders and managers
Centralise key back office functions
Put in place systems to support our schools
Create new roles in central team including IT, HR, Facilities Management
Implement HR and Facilities Management systems
Business and operational planning methods standardised across trust
Risk management systems embedded across all schools
IT strategy to streamline and standardise IT systems across the Trust
Staff training on new systems and processes
Create sustainable Financial strategy
Updated five-year financial plans for each school
Provide financial and resource management training to key senior staff
Run Integrated Curriculum Financial Planning for each school
Agreed financial targets for each school to achieve, including surplus % and teacher contact ratio