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

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

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

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

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

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