STRATEGIC PLAN ‘Strength in partnership, excellence in learning’

2017 - 2018

Frays Strategic Plan 2017 - 18

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The Strategic Plan for 2017-18 is divided into the following sections:

The Strategic Plan sits alongside the Trust’s vision document.

Frays Strategic Plan 2017 - 18

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Vision of the Trust Plan: 2017-18

By the end of this academic year, the Frays Academy trust aims to achieve the following:

Improve quality of teaching and

learning

Increase number of

pupils reaching national

averages

Increase leadership skills

and capacity

Narrow the attainment gap

between the disadvantaged pupils and their

peers

Improve retention of staff

Improve the Christian

disctinctiveness of our Church

Schools

Improve attendance

Develop Governance

Improve the Trust’s support for its schools

Develop the Frays Teaching School Alliance

Increase the capacity and

size of the multi academy trust

Frays Strategic Plan 2017 - 18

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Targets for the Board

1. To improve communication with all key stakeholders (including governing bodies and parents)

Success Criteria:

Feedback from celebration events

2. To focus on improving budget controls in schools

Success Criteria:

Deficit is eradicated

Clear Reserves Policy

3. To monitor attendance and marketing

Success Criteria:

- Attendance improves

- Pupil numbers on roll improves in schools

4. To ensure that Directors undertake their visits to schools regularly to monitor the strands in the Trust’s Strategic Plan

Success Criteria: Regular visits enables Directors to see at first-hand the improvements detailed by the Executive HT

Frays Strategic Plan 2017 - 18

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Strategic Development Plan 2017 – 2018

Section A: School Improvement

Strand 1: Leadership Development

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Provide high quality

professional

develop for leaders

of learning

Autumn 17

October 17

Implement NPQML Cohort 3 for middle leaders

Half termly training for new phase leaders

Termly Trust training for Assistant HTs and Deputy HTs

Create a succession plan for new leaders across the Trust

and a plan to develop the skills of new and aspiring

leaders

Providing termly coaching for Heads of Schools

Develop the Trust’s School Improvement Strategy to

include peer-to-peer review

Implement and develop new ‘feedback’ approach with

all leaders in the Trust

‘Lead’ Head

ExHT

Heads

Heads

ExHT

ExHT

Heads

Executive

Board

Professional

development

is budgeted

for at school

level

Director responsible for

monitoring strand: Anne Whitlam

To improve

curriculum

leadership

Autumn 17 Assign a senior member of staff responsible for curriculum

development and development of individual curriculum

leaders

Provide training for overall curriculum leaders

Overall curriculum leaders to provide training for each

curriculum leader in their respective schools

Develop an RE curriculum team across the Trust

Heads of

Schools

School

Improvement

Consultant

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Success Criteria: Capacity for improvement across schools in the Trust improves. Specifically the Trust will have ensured that the following are ready in

waiting for leadership positions:

- 1 Head

- 2 Deputies

- 2 Key Stage 2 Leaders

- 2 SENDCos

Questionnaires about leadership training are positive and demonstrate increased skills, knowledge and understanding of individual leaders. Quality of

teaching and learning improves (see success criteria for Strand 1). Feedback from staff, parents and pupils are positive about leadership and management.

Completion of leadership programmes leads into career progression.

Strand 2: High Quality Teaching

Objective Date Activity Lead

Responsibility,

cost and

monitoring

Monitoring

Improve the quality

of teaching and

learning in the

schools.

By July 2018 Provide access to the following programmes to develop

teaching:

Improving teacher programme

Outstanding teacher programme

Organise joint professional development for staff across the

Trust, differentiated for their support at different levels

Reassigning members to the Teaching and Learning

Support Team, recruiting additional members to replace

staff members who have left the Trust

Setting high expectations for quality of work in pupils books

Head

Executive

Board

Director responsible for

monitoring strand: Ken Buckler

Monitoring to be undertaken by

visits to schools and through

reports to Governing Bodies and

the Board.

Improve the quality

of teaching and

learning in KS1.

September

2017

December

2017

September

2017

Identify members of the teaching and learning support

team to lead the Y1 and Y2 clusters

Identify a member of Heads Executive Board to monitor

impact of clusters

Improve curriculum planning across Y1 by enabling joint

planning sessions for teachers across the Trust

Create a portfolio of standards of excellence for KS1

Ensure that transition into Y1 is well planned for

Head

Executive

Board

Cluster ‘leads’

Frays Strategic Plan 2017 - 18

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Success Criteria: Teaching and Learning significantly improves across the schools in the Trust.

Baseline at beginning of September: 68% of teaching is good or better across the Trust with 22% of those outstanding.

By the end of the year: 100% of teaching that is good or better with 40% outstanding.

Number of pupils achieving age related expectations improves at the end of KS1, including numbers of pupils achieving a greater depth.

Strand 3: Narrow the Attainment Gap

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Provide the very

best support for our

disadvantaged

pupils to enable

them to make rapid

progress

Attainment

gap between

disadvantaged

pupils and their

peers is

narrowed by

July 2018.

Improve the effectiveness of Learning Support Assistants by

using research from the Education Endowment Fund Toolkit

Improve quality first teaching for SEND pupils

Implement key actions from the London Leadership

Strategy SEND reviews

ISM

ISM

Identified in

the School

budget

Directors responsible for

monitoring strand: Janet

Duncan

Monitoring to be

undertaken by visits to

schools and reports to

the Board by the ExHT

Success Criteria: Achievement rises across the schools in the Trust because the attainment gap between groups of pupils narrows.

Baseline: SEND pupils achieved well in Y6 last year and exceeded the progress made by their peers. Progress in Y5, Y4 and Y3 was not as good.

Progress of SEND pupils in Y3, Y4 and Y5 is better than their peers by July 2018.

Strand 4: Early Years as ‘Centres of Excellence’

Objective Date Activity Lead

Responsibility&

cost

Monitoring

To sustain high

quality Early Years

Provision

Teaching

and

Learning in

EYFS

settings is

judged as

Develop strong leadership through the Trust’s Early Years

Collaborative

Accredit a member of the Early Years leadership team is a

Lead Practitioner to develop leadership support across the

Trust for the Early Years

Assign a member of Heads Executive Board to monitor the

Trust’s Early

Years

Strategic

Lead/SV

SV

Director responsible for

monitoring strand: Becky

Hughes

Monitoring to be

Frays Strategic Plan 2017 - 18

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outstanding

by July

2018.

impact of the Early Years Collaborative undertaken by visits to

schools and through

reports to Governing

Bodies and the Board. Continue to

develop the two old

provision at Laurel

Lane Primary School

(The Pond)

Throughout

the year

Continue to provide a programme of staff training

Continue to develop the leadership skills in The Pond

Encourage families across the Trust to access The Pond

Increase pupil numbers through effective marketing

Leader for The

Pond

Head of

School Chief

Operating

Officer

Success Criteria: Success Criteria: Teaching has significantly improved in the Early Years. The baseline of teaching in the Early Years is that 83% of teaching is

good and better, with 33% of those, outstanding. By the end of July, 100% will be good with 66% that is outstanding. Two-year-old provision is self-evaluated

as remaining outstanding, externally validated.

Strand 5: Christian Distinctiveness

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Improve the

Christian

distinctiveness of

schools in the Trust.

By July 2018 Set up a Christian Distinctiveness Working Party of Leaders

and Governors across the Trust to share best practice and

develop consistency of policy and implementation in

particular relationship to:

o Development of leadership

o Development of Worship Policy

o Development of Christian Values throughout the

curriculum

Executive HT

Director responsible for

monitoring strand: Ken Buckler

Christian distinctiveness learning

walk in each school in the

summer term 2018 for governors,

externally facilitated.

Success Criteria: Self-evaluation of schools as Christian schools demonstrates that they are at least good and well on their way to outstanding, externally

verified. Pupils make at least good progress in RE.

Strand 6: Attendance

Objective Date Activity Lead Monitoring

Frays Strategic Plan 2017 - 18

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Responsibility&

cost

Improve

attendance across

all schools in the

Trust

By July

2018

To continue to provide half termly training for Attendance

officers

Termly reports on attendance to be provided to allow for in-

depth discussion regarding persistent absenteeism

Sharing of good practice and strategies to reward for good

attendance

Develop the role of the Family Support Worker to work with

families who are classed as persistent absentees

Attendance features in Pupil Progress Meetings and in

performance appraisal

Lead Head of

School

Directors responsible for

monitoring strand: Verity

Williams

Monitoring to be

undertaken through

reports to the Board and

monitoring of Governing

Bodies targets.

Success Criteria: All schools are at least at 96% attendance by July 2018.

Strand 7: Governance

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Improve

Governance across

the Trust and at all

levels

November

November

March

June

Throughout

the year

July 2017

September

2018

Provide training for Governors on:

How to be an effective ‘Chair’

RAISEonline (Autumn Term)

Implementing exclusion policies

Role HR panels

Safeguarding policy

Monitoring of Safeguarding

Governor effectiveness – development of the

4Cs

To ensure identified vacancies are filled on the Governing

Bodies

Ensure that all governing bodies have the correct information

regarding governance displayed on individual school websites

Continue to improve communication between the Board and

ExHT, Board of

Directors

Clerk

Lead Head of

School

Chief

Operating

Directors responsible for

monitoring strand: All

Monitoring to be

undertaken through

reports to the Board and

monitoring of Governing

Bodies targets.

Frays Strategic Plan 2017 - 18

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local governing bodies

Ensure that the Trust’s website is compliant

Improve attendance at Governor training

Provide an effective platform for sharing good practice

Officer

Success Criteria: Training is rated as effective and Governors feel confident in discharing their duties. Governance across the Trust makes a positive impact.

Governor visits to schools are effective. Feedback from training is positive. Annual review of Governance reflects the impact of training.

Section B: Trust Development

Strand 8: Trust values

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Embed the values of

the Trust into the

schools

Continue to promote and role model Trust values with all staff

Ensure that values are embedded in all policies, especially

appraisal and performance management

Ensure that there is visual representation of values in all schools

Ensure that emphasis on Trust values is placed on feedback for

staff

ExHT & HoSs Directors responsible for

monitoring strand: Angie Brett

ExHT report to the Board

Success Criteria: Retention rate of teachers improve so that the Trust is only losing 15% of teachers by the end of the academic year.

Trust staff surveys make reference to being supported through the Trust values. There is an improved response to feeling valued as members of staff and

communication.

Strand 9: Marketing and Communication

Objective Date Activity Lead Monitoring

Frays Strategic Plan 2017 - 18

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Responsibility&

cost

Improve

communication

between the Trust,

the schools and the

community at all

levels.

December

2017

Termly updates for staff

Termly newsletter for parents

Brief/ newsletter for governors

Communicating priorities with staff at all levels

Ensuring that there are opportunities for celebration – include a

celebration event with the Trust’s AGM

Develop the Trust’s website as a communication tool

Chief

Operating

Officer

Director responsible for

monitoring strand: Becky

Hughes

Monitoring to be undertaken by

visits to schools and through

reports to the Board by the

Chief Operating Officer.

To ensure that the

Trust schools are

number choice in

the area for parents

July 2018 Marketing pupils places available in public places and in the

local media

Produce termly communication and marketing plan

MAT budget

Chief

Operating

Officer

Success Criteria: Pupil numbers increase in schools.

Strand 10: Preparing the Trust for ‘Growth’

Objective Date Activity Lead

Responsibility&

cost

Monitoring

Improve

administrative

support for schools

Identify the preferred portfolio of ‘growth’ schools

Identify capacity to support ‘growth’ and due diligence

process

Review and identify governance structure in-light of growth

Develop an ‘offer’ for potential joiner schools

Further review of schemes of delegation

Chief

Operating

Officer

Director responsible for

monitoring strand: All

Monitoring to be undertaken by

visits to schools and through

reports to the Board by the

Chief Operating Officer.

Success Criteria: The Trust is ready for growth and prepared to allow a new school to join. Clear offer available for joiner schools that add value for new

schools.

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Strand 11: Health and Safety

Objective Date Activity Lead

Responsibility&

cost

Monitoring

To improve health

and safety in

schools.

March

2018

Review Health and Safety Policy and other associated policies

and evacuation policies

Develop Business Continuity Policy

Role out the following e-learning Safesmart training:

o Fire awareness

o Fire Warden

o Equality and Diversity

o Managing Safety

o Manual Handling

o Slips, Trips and Falls

Ensure that there is a termly report to each local governing

body on Health and Safety

Chief

Operating

Officer

Director responsible for

monitoring strand: Inigo Woolf

Monitoring to be undertaken by

visits to schools and through

reports to the Board by the

Chief Operating Officer.

Success Criteria: Health and safety is a high priority for all skaholders in schools.

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Strand 12: Teaching School

Objective Date Activity Lead

Responsibility&

cost

Monitoring

To develop the Frays

Teaching School

Alliance

Autumn

2017

Attendance at induction training on 7th October

Establish vision for the teaching school alliance

Develop implementation plan

Develop staffing structure and support structures, ensuring that

there is clarity over the operational running of the teaching

school, strategic development and governance

Confirm initial size of the teaching school alliance, strategic

partners, schools offering support and schools being supported

Set up half termly meetings for the teaching school alliance

Chief

Operating

Officer

Director responsible for

monitoring strand: Janet

Duncan

Monitoring to be undertaken by

visits to schools and through

reports to the Board by the

Chief Operating Officer.

Success Criteria:

Staffing structure in place by end of Autumn Term

Increased number of trainee teachers begin initial teacher training from September 2018

Improved outcomes and quality of teaching and learning in schools supported by the teaching school

Implementation of professional development programmes to support the teaching school alliance