3. Strategy
Setting and implementing a clear strategy for the trust.
This section covers the trust quality description of strategy.
Strategy
The chair leads the board to set and champion a clear strategy for the trust, which aligns with the trust’s charitable objects, covers all of the pillars of trust quality set out in Annex A: trust quality descriptions and, where applicable, sets out its aspirations for growth over time.
The board and the CEO review progress rigorously to ensure strategic alignment and effective implementation.
The strategy, which is set out in a written statement, supports the board’s ambitions for:
- delivering an excellent education for its current and future pupils through the vision and its values
- the level of ambition for the trust’s future growth
- the trust’s relationship with other trusts, and where relevant dioceses and diocesan families of schools and other organisations and partnerships within the education sector
It draws on, and ensures, the trust’s connection and responsiveness to its pupils, parents and carers, and communities it serves and provides a framework for:
- setting priorities
- implementing and ensuring accountability
- monitoring progress in achieving the trust’s vision
- addressing strategic challenges and managing risk
When setting the strategy, the board is encouraged to consider staff workload and wellbeing. Effective boards consider how to ensure the trust fosters a supportive working environment where:
- workload is managed
- wellbeing is prioritised
- action is taken to support all staff (in line with the pillars of quality for academy trusts).
Where the trust has a religious character, the strategy for growth will be set by the appropriate religious body and the board is responsible for implementing any strategy for the growth of a trust. Reference should be to the relevant diocesan academisation strategy and with the consent of the diocese.
Find out more from:
- the sector-led Academy Trust Governance Code - Principle 1: Delivering the academy trust charitable objects
- the Confederation of School Trusts: Building strong trusts: assurance framework
- the National Governance Association: Eight elements of effective governance and Being strategic: a guide for boards and leaders
An effective strategy:
- supports the trust’s operational plan
- is easily understood
- is communicated and supported across the trust and by its stakeholders – this is vital in disseminating and fostering awareness of the strategy
Championing a trust’s strategy requires a collaborative and inclusive approach. This creates a sense of ownership and shared responsibility amongst staff. It can also maximise the strategy’s effectiveness for the benefit of all stakeholders, particularly its pupils and for the success and growth of all schools within the trust.
DfE’s Commissioning high-quality trust guidance has more information.
The board has a responsibility to periodically review progress made against the strategy to ensure its effectiveness and alignment with desired outcomes. This process involves an evaluation of the performance indicators, benchmarks, and goals outlined in the strategy.
The board collaborates with the senior executive leaders to:
- gather relevant data
- assess the impact of implemented initiatives
- identify areas of success and areas needing improvement
Monitoring and reviewing progress not only ensures accountability but also allows for changes to be made that cater to evolving educational needs and emerging trends. This fosters continuous improvement and advancement toward the overarching goals of the strategy.