Our strategic goals
Objectives for 2024-29
Over the course of the next five years the Grand Union Partnership will focus on delivering three key strategic objectives.
- Quality of Education- Enhance curriculum design and implementation to ensure that children in all our schools consistently make good progress in the acquisition of knowledge and development of skills across a rich and varied curriculum, with all of our schools taking the steps to be rated at least 'Good with Outstanding Features' within 2 years of joining the Trust.
Our progress with this objective will be assessed by considering our performance versus established national averages and the development of a set of metrics that considers wider progress against the full breadth of the curriculum. By 2027 performance data will demonstrate the attainment of children, across the Trust, is above the equivalent national rates. Ofsted inspection outcomes will be consistently good, demonstrating that each of our schools promotes a well-crafted, rounded curriculum that meets the needs of the community it serves and is skilfully delivered by our teachers.
- Growth- Extending the work of the Trust to deliver education in the local area to circa 3-4,000 children by 2029
As of December2024 the Trust includes five schools, delivering education to just over 1,900 children. The aspiration over the life of this plan is to grow to circa 3-4,000 children; depending on the size of the schools joining the Trust this is likely to see us expand to include 11-20 schools. Achieving this growth will ensure that we have the resources to secure and sustain our reputation as a successful local, primary-based Trust.
- Sustainability- Develop and enhance the services offered by the central trust team in ways that support School Leaders to maintain a focus on the core business of teaching and learning, accessing excellent support from the central leadership team and shared resources to deliver even greater value to the communities we serve
We are committed to adapting current ways of working to ensure that School Leaders access high quality business support that encourages efficiency and sustainability in relation to how we utilise:
- Our staff
- The management of our sites
- The procurement and provision of key resources
- The integration of key systems and the Information Technology infrastructure
- Wider funding opportunities
Delivering continued improvements in quality of teaching and learning on a sustainable basis will require changes to our central trust leadership team. The Trust Board recognises that transferring a number of hybrid roles serving both the Trust, and a school within the Trust, to a more centralised model continues to be a priority for creating a structure that has the capacity to deliver our objectives in a sustainable way. Where a hybrid model continues it is not sustainable and therefore the Trust must grow to a size that supports a more clearly defined model with clearer roles and accountabilities and have a financial plan to support this.
We recognise that the quality of our staff, both teachers and wider support teams, continues to be core to our success. Over the life of this strategic plan the Trust will continue to invest in a Wellbeing Strategy that supports staff to thrive in their roles, recognising the many challenges they face.
We have a responsibility to model sustainability in relation to how we maintain and develop our estate and our physical asset base. We are developing a Trust wide strategy that seeks to minimise the impact that our schools have on the environment and model a responsible approach to the sustainable use of physical resources.
We must look and learn from others to explore the different financial models that can be used at both school and trust level. We must strive to have systems and processes that are able to talk to each other, so we are efficient with the time we are spending on tasks. We must get these structures in place before further expansion so schools joining have the confidence in the systems and practices in place.
Here's a link to our full strategic plan: