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Delivering first class education that overcomes inequality

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STRATEGIC AIMS

Adding Capacity

To support the solutions that will unlock personal and academic potential for every student.

High Performing

To use the full resources of the Trust that ensures we expect excellence for every student.

Collaborative

To grow more effective partnerships within and beyond the Trust, that impact on students and are mutually supportive.

People

To attract, develop and retain excellent people who are valued, supported and encouraged to innovate.

Finance & Infrastructure

To have strong and sustainable finances with a highly effective infrastructure.

Leadership

To develop expert leaders and governors with a range of skills, that make a difference to student life chances.

2025 Aims

Adding Capacity

To support the solutions that will unlock personal and academic potential for every child.

  • Academies within the Trust achieve good outcomes for all children (including disadvantaged children who are comparable to non-disadvantaged nationally)
  • All children move onto positive destinations
  • Primary & Secondary hubs are nationally recognised for their all-through provision/curriculum with strengthened partnership with parents and community stakeholders
  • The Trust supports over 5000 students

People

To attract, develop and retain excellent people who are valued, supported and encouraged to innovate.

  • The Trust workload and wellbeing strategy supports all stakeholders feeling valued with feedback that is acted upon
  • Talent development involves outstanding ITT/ECF provision and a comprehensive staff development entitlement that retains and attracts the best practitioners
  • Stakeholders and the community value the Trust that has a strong reputation

High Performing

To use Trust resources, ensuring we deliver first class education for every child.

  • The school improvement strategy ensures at least two academies within the Trust are judged outstanding, with all academies that have been part of the trust for at least three years judged good
  • The best leaders to support internal school improvement are recruited and developed
  • The Trust invests in research and development with expert partners and becomes a research hub that innovates

Finance & Infrastructure

To have strong and sustainable finances with a highly effective infrastructure.

  • Budgets always operate above 5% reserves
  • Outstanding back-office support
  • Digital technologies are invested in with a comprehensive strategy that impacts on teaching and working practices
  • Clear policies are proven to be effective that can be used in school to school support

Collaborative

To grow more effective partnerships within and beyond the Trust, that impact on children and are mutually supportive.

  • Networks within the Trust add value to:
    • Curriculum development
    • Teaching and innovation
    • Inclusion and Safeguarding
    • Character development
    • Careers and cultural capital
  • The Trust is an active civic leader and works with local stakeholders to lead the strategic direction for the area

Leadership

To develop expert leaders and governors with a range of skills, that make a difference to children’s life chances.

  • Strong leadership meets clearly accountable targets and is supported by a comprehensive leadership programme
  • There is effective governance with a range of skill sets
  • Leaders collaborate across the Trust to inform the future strategic direction

What We Aim to Achieve 2021 – 2022

Adding Capacity

To support the solutions that will unlock personal and academic potential for every child.

  • After a significant disruption in education, a clear purpose is established across the Trust to deliver first class education for every child.
  • Consistent values and behaviours are demonstrated by all staff, to deliver the Trust/Academy purpose.
  • Plans are established that develop all through provision in areas such as curriculum, SEND and pre school provision.
  • Full engagement with the Local Authority and other stakeholders supports delivery of the improving education strategy.
  • Growth plans at Excel and Discovery continue to be delivered with regular risk updates reported to Trust Board.

People

To attract, develop and retain excellent people who are valued, supported and encouraged to innovate.

 

  • Consistent feedback mechanisms that support the staff well-being strategy are expanded to include children and the community.
  • Partnerships established with Chartered College of Teaching, other Trusts and the Golden Thread Teaching hub enhances the Trust staff development entitlement.
  • The early career teaching policy is implemented at all academies and delivers outstanding support for early career teachers.
  • The digital strategy supports better engagement with communities.

High Performing

To use Trust resources, ensuring we deliver first class education for every child.

 

  • All academies ensure appropriate catch-up post covid, with return to normal/effective operations.
  • Trust school improvement intervention in tier 2+3 academies ensures all academies are securely good.
  • Tier 1 Academies are supported to establish outstanding provision in all areas by Sept 2022.
  • A strategic group is established across the Trust with the aim to eradicate the disadvantaged gap by 2025.
  • A research and development framework is implemented at all academies to support innovation.

Finance and Infrastructure

To have strong and sustainable finances with a highly effective infrastructure.

 

  • Manage numerous capital projects.
  • Ensure student numbers are sustainable with action taken to ensure no structural budget deficit.
  • The implementation of the Digital strategy starts to enable key priorities and more effective working practices.
  • Consistent educational procedures “what to dos” are implemented at each academy and deliver consistent high standards.

Collaborative

To grow more effective partnerships within and beyond the Trust, that impacts on children and are mutually supportive.

 

  • Learning networks across the Trust meet clear success criteria to share good practice and support academies meeting their goals.
  • Partnerships with other schools and local Trusts shares capacity and drives forward the local strategy.
  • Partnership with the Newcastle under Lyme school develops joint initiatives with the independent sector.
  • Partnership with Stoke sixth form and other digital providers supports the Trust digital strategy.

Leadership

To develop expert leaders and governors with a range of skills, that make a difference to children’s life chances.

 

  • Implement a revised strategic planning model with more regular opportunities for leaders to evaluate and develop improvement plans.
  • Establish a framework to evaluate leadership at each academy that is quality assured by an external NLE.
  • Continue the Trust leadership development programme to support emerging leaders through to SLT and Governors.
  • Appoint Members to the Trust who can act in an ambassadorial role to support the Trust reaching its ambition as a local civic leader.

Why Alpha?

To put children / students first and at the heart of all thinking

Our Network

View our schools and look at how we network

Our Team

Our team which drives our purposes and aims