Keep close to the work
We believe that all staff should be enabled to deliver the core purpose of their work without distraction and that leaders, at all levels, empathise with and develop their understanding of what is happening in the classroom.
Why is this important?
It is critical for leaders to understand excellent practice (and the complexities of delivering it) if they are to effectively support and monitor what happens in schools.
Staff who feel valued and not only understand how their role contributes to the wider mission but also how they can develop themselves will be more likely to stay in our schools and provide the best education to our pupils.
Building capacity in advance of need is critical to the success of the Trust. This capacity building must be at all levels of teaching and support staff and whilst we recognise that teacher recruitment is challenging, we remain confident in our ability to attract and retain high quality staff.
We shall identify innovative strategies to ensure staff are undertaking work that is relevant to their core purpose, to ensure they are able to direct their attention where it will have the greatest value in achieving our vision.
How shall we achieve this?
2.1 Subject expertise
2.2 Recruit, develop, retain
2.3 Employee engagement
2.4 Expert governance
Our Director of Education will establish subject communities which will be the driving force to improve the quality of teaching and learning across the Trust. This will be done through the identification of expertise within the Trust and the development of subject-specialist curricula, resources and professional learning to enable the greatest impact across all of our schools.
We shall develop this workforce ensuring that they are always exposed to high quality professional development. As the Trust grows, our subject communities will evolve within tighter geographical areas.
Subject communities will provide a source of expertise and best practice for all staff to access. They will also provide career progression for teachers who wish to remain in the classroom but develop enhanced pedagogical skills.
We shall aim to develop strategic partnerships with Higher Educational establishments and ITT providers who share our vision and values and understand the needs of our diverse group of schools in order to support the recruitment of high quality teachers.
We shall work collaboratively with a range of partners, including subject associations, local subject hubs and other schools to ensure that our children are supported by experts in their respective fields. To this end, the Trust will aim to support those staff seeking to obtain further qualifications, whether this be through apprenticeship routes or by undertaking a doctorate: supporting the very highest standards of education for both our children and our staff is at the heart of our educational philosophy.
We pride ourselves on our staff retention rates and will continue to be a good employer.
We will never take our workforce for granted and shall seek to ensure that our practice puts children at the heart of all we do and maintains a work/ home balance, so that staff are able to have both a successful professional career and a happy healthy family life.
To achieve this, we shall review our policies and practices to make sure that our children obtain the best service from us first, but also to question the demands made upon our staff when policies are introduced or updated.
We shall ensure that all staff have access to career long high quality professional development supporting those who wish to stay within their current role and those who wish to progress.
Professional development of all aspects of our governance functions, LGBs and Board (executive and non-executive), will be a priority.
We shall ensure that all responsible bodies have the training, data and assistance to support them in their various functions. An important aspect of this will be active engagement with our schools by Trustees and governors alongside the monitoring of key metrics.
Promoting the recognition of the role of governance at all levels and making sure that the nonexecutive and executive governance of a modern and forward looking multi-academy trust will remain at the heart of the leadership and management of our Trust.