Growth: Year 3 outcome
- The central attendance and welfare team is self-sustaining. Income received through a traded service model supports the wider city school community.
- Traded services in financial curriculum planning, GDPR, trauma-informed accredited professionals, and therapeutic services support the broader growth ambitions through additional income and the aspiration to continue increasing payroll employees to support holistic school improvement in each trust school.
- The trust sponsors nine local schools that reflect the governance hub model. In addition, work to establish a new regional hub coincides with the MOJ application. In total, there are twelve academies across the whole MAT, and the work to act as commissioner for c16 independent and AP free schools continue to increase the proportion of pupils achieving level 2 qualifications. Across the city, NEET is below the national for permanently excluded pupils.
Identity. Year 3 outcome
- The trust brand is known within the sector as an organisation that put children first and ensures high expectations and standards are maintained across the estate.
- The trust has a strong reputation for rapidly improving schools in challenging contexts. Strong schools view it as an organisation that can become both capacity givers and takers in partnership.
- Staff and pupils who ‘go the extra mile’ are recognised annually by the trust. This activity ensures the trust retains the best team and motivates all stakeholders to continue making a difference.