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Christ In All We Do

Achievements and Results

Achievements and Results 2016/17

 

We have been pleased to make rapid progress over the last year from self-assessing our Trust’s overall effectiveness as ‘beginning’ to ‘developing’ on the RSC’s Characteristics of Successful Multi-Academy Trusts. This has been achieved because of significant improvements in the following areas:

 

1. Understanding and defining the approach to school improvement

• Research driven, pedagogically focused Trust leadership

• developing a coherent cycle of networks, visits and events focused on improving leadership and outcomes

• ongoing complimentary partnership with Edison Learning, underpinning all school improvement approaches with sound pedagogy

 

2. Developing consistency while respecting identity

• restructuring of all schools’ admin teams without need for redundancies, and introducing a clear career progression for all admin staff

• all schools compliant with statutory procedures and policies

• all structural changes give respect to the autonomy of Head teachers and local identity of schools

 

3. Knowing schools well and holding them to account

• increased timeliness and use of data collection from schools, enabling leaders at all levels to respond quickly to local and trust-wide indicators

• designing a Self-Evaluation Toolkit for schools to use in a peer-review model to focus improvements on where they are needed

• strategic use of external support according to need

 

4. Distributing, deploying and developing leadership

• recruitment of new Chief Executive Officer who has completed Deloitte/UCL/CofE MAT CEO Programme and has a long track record of successful school improvement

• introduction of robust and highly qualified leadership in finance and operations through recruitment of new Director or Finance and Operations

• three school leaders successfully completed the inaugural CofE Professional Qualification for Headteachers

• two new Headteachers appointed during the year

• four new business managers in post, enabling an evolving system of portfolio roles which enhance capacity and expertise in schools for the whole Trust’s benefit

• a detailed Handbook for Local Governing Bodies has been introduced and includes an annual cycle linked to the Trust’s Board cycle

• secondment of a school leader to new role of Virtual School Leader, enhancing the analytical and strategic school support capacity of the Central Team

 

5. Improving the quality of teaching and learning

• three schools inspected by Ofsted, two remaining at ‘good’ and one moving from ‘inadequate’ to ‘requires improvement’

• three schools inspected by SIAMS and graded ‘good’

• trend of improving results for the Trust overall, including existing and joining schools (see below)

 

6. Being a learning organization

• developing and maintaining external links which add knowledge and influence to the Trust, in particular, Devon School Centred Initial Teacher Training (SCITT), University College London, Chartered College of Teaching, Plymouth and Exeter Teaching School Alliances, the National Society of the Church of England

• utilizing internal expertise, ‘learning with for and on behalf of others’. For example one Headteacher is a practicing Ofsted inspector, one Headteacher sits on the Torbay Safeguarding Children Board, one RE leader is on the board of the National Association of Teachers of Religious Education, and our CEO is a facilitator/ writer of national leadership programmes.

• building strategic partnerships with external schools and teaching school alliances for moderation and CPD

• reducing dependence on external advisers (including Edison Learning) and unlocking capacity from within the schools to support each other

 

7. Growing strategically and sustainably

• managed the 50% increase of schools in spite of initial turbulencein the leadership of the Trust in 2016-17

• five ‘good’ or ‘outstanding’ schools joined during the year, increasing strength and capacity within localities

• other schools expressing an interest throughout the year, but not being encouraged to join unless they add strategic value to the Trust

 

Comparisons show that the growth of the Trust over the last twelve months has improved outcomes for the Trust overall, and further analysis shows that not only did existing schools improve on almost all measures over the last year, but joining schools also improved on most measures since becoming part of the Trust.

God is not unjust; he will not forget your work and the love that you have shown him as you have helped his people and continue to help them.” Hebrews 6:10

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