Each individual aim within these broad areas are reviewed and evaluated annually with Headteachers and the Central Team, to enable us to identify the ongoing actions and the new priorities for the year, and produce detailed action plans.

Overview of our School Improvement Priorities 2023-24 (Summary)

• Ensure that our Christian distinctiveness has a positive impact on our schools and communities, through clarity of roles and responsibilities
• Ensure the environment in LDST schools reflects and celebrates our Christian distinctiveness
• Ensure that the RE curriculum strengthens the religious character of LDST schools
• Celebrate together our distinctiveness
• Provide Support for school leaders

Pursue academic excellence for all and continually strive to improve progress and raise attainment

• Ensuring teaching, learning and assessment are the key drivers for improving outcomes, through further implementation and development of:
  • Instructional Coaching
  • A Trust-wide approach to promoting positive behaviour and attitudes (Behaviour Hub and Attendance Hub)
  • Assessment and moderation with a focus on assessment for learning

• EYFS: improving the quality of education through further development of:
  • Learning environment
  • Language Development
  • Early help support for families, including those with EAL

• SEND: ensuring pupils with SEND have access to a broad and balanced curriculum:
  • Further developing inclusive practise through our inclusion networks and CPD
  • Introducing Trauma Informed Practice in all schools CPD
  • Establishing effective nurture base provision
  • Embedding the Birmingham Toolkit

To embed a fully sequenced curriculum that will enable our children to develop and build on a deep body of knowledge so that they can grow in understanding, ensuring they know more and remember more

• Ensuring a good quality of education in the core subjects:
  • Introducing Trust-wide approach to the teaching of English through agreed schemes of work
  • Providing targeted support in English and Mathematics to support quality of education in the core subjects
  • Ensuring reading and language development is at the heart of the wider curriculum

Identifying the core knowledge to be taught and assessed in order to further embedding an innovative and well-planned curriculum that builds on EYFS and is accessible to all

Tackle disadvantage and raise aspirations in order that our young people achieve their maximum potential

• Embed the tiered three-year pupil premium strategy approach
• Introduce Pupil Premium Reviews to measure the impact of strategies and identify best practice
• Develop the role of the pupil premium link governors to improve accountability and quality assurance

Ensure that all schools in LDST provide an excellent education that enables children to flourish and achieve - academically, socially, spiritually, physically, mentally

• Explicit opportunities to develop SMSC across the curriculum
• Provide support for inspections
  • School self-evaluation
  • Curriculum evaluation
  • CPD and training

To secure outstanding leadership and management in all of our schools

• Further embed our LDST Leadership Pathways model to promote succession planning and train and retain expert staff, through:
  • Quality CPD, including NPQs,
  • Trust wide opportunities
  • Recruitment strategy

• Introduce Instructional Coaching, providing mentoring and coaching to enhance staff development
• Strengthen our Peer Review model to further develop evaluative leaders
• Governance: continue to address the recommendations in the Governance Review through:
  • Robust induction
  • Revised scheme of delegation
  • CPD
  • Development of link governor network

To ensure that effective safeguarding always keeps all of our young people safe and respects the value of individuals 

• Create consistent approaches to safeguarding through our strategic plan
• Establish more efficient monitoring and quality assurance
• Embed consistent reporting through our use of CPOMs

To promote the mental health and wellbeing of staff and pupils

• Use the DfE workload tool to establish Trust priorities and actions
• Safeguarding across the curriculum

A financially sustainable and efficiently operating MAT

• Development of the HR Strategy and Policy Framework
  • Training on HR policy/processes
  • Continued Alignment of Employment Terms

• Maximising value from existing systems (IRIS, EveryHR, AskEddi, SIMS Finance, SharePoint, CPOMS)

• Streamlining and developing data usage
• Removing/minimising administrative tasks
• Training supporting use of systems

• Successful Growth/Expansion of LDST
  • Effective Assimilation of BM Skem and Ainsdale St Johns
  • Supporting Positive Positioning of LDST within the marketplace (NPQs, SI Support deployments, Behaviour Hub, Attendance Hub etc.)
  • Developing the offer for maintained schools