At INOVA Multi-Academy Trust we strongly believe in the power of individual schools and school leaders. 

All of our schools are unique and add a .... richness to our Trust. Nobody knows this better than the school leaders who serve their communities daily. 

That is why we empower our Headteachers to make decisions based on what is right for their context. Yes, if a school does not meet our high standards or is not improving rapidly enough we will intervene - but always by walking the bridge alongside schools and with an 'act with' and not 'do to' attitude. 

Our Strategy At A Glance

All About School Excellence

To achieve our strategic objectives we rely on 4 key factors:

1. We know our schools. Really well.

Through rigerous and regular quality assurance we understand strengths and areas for development.

2. We take an agile approach

We ensure the right specialist support in the right areas, responding quickly to need and deliver at pace with accuracy and clarity thanks to effective communication at alol levels.

3. We develop our talent. 

People are our biggest resource. Our colleagues make the difference to our young people and therefore it is imperative that we develop our people so well that they could walk in any other job, but create where they want to stay with INOVA owing to the wealth of opportunity and support afforded them.

4. We Fail Forwards

We belive in full transparency and accountability and learn from our challenges. If we acknowledge weakness and walk towards it, we can address it as a team. We do this through a culture of psycholoical safety, beaause all that matters is we make it brillinat for our younf people/.

Our school excellence strategy is underpinned by our values: 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Did we mention that all our schools are unique?

You might be getting the gist that this is important to us. We support our schools and sectors according to their individual needs, with a drive to align best practice where practicable in order to reduce unneccesary workload and ensure equity of high standards and expectations for young people in our schools. 

School Improvement Through Alignment

In each area of our school improvement model there are aligned opportunities to ensure rapid improvement. We achieve the benefits of being a medium-size Trust by:

  • Freeing up teachers and leaders to be creative and exercise their own professional judgement with an aligned approach rather than a focus on planning, sequencing and resourcing the curriculum
  • Reducing staff workload and sharing good practice
  • Providing specialist and targeted CPD at scale 
  • Connecting subject practitioners every term to co-construct subject content and what pupils need to learn by each assessment point
  • Having common assessment points to facilitate Trust-wide moderation and intervention strategies
  • Benchmarking all students against each other through a larger sample size (our own belt curve)
  • Managing and developing talent by creating system leadership opportunities to keep the best people within our Trust 
  • Creating resillience in the system to manage staff absence and succession planning
  • Centrally producing initiatives and resources including trips, competitions, walking-talking mocks
  • Robust quality assurance and reporting systems that drive targeted interventions, leading to better outcomes
  • Reaping the benefits of a wider network of support and economies of scale.

Where policies, procedures or provision are not producing a rapid and positive impact on our learnrs a school will be directed to align with Trust best practice. Schools requiring additional intervention .....
 

1. Implement a 'flooding' approach to bring in intensive support leading to rapid improvement. Flooding is undertaken by Trust officers and Trust Transformation Partners. 

2. Bring in a team of external specialists to flood a school in a more intense basis if needed to bring about rapid improvement

3. In exceptional circumstances we will remove the autonomy of the Headteacher and direct action and intervwnrion will be implemented by the C-Suite. 

We take an agile approach to school improvement

We have a clear idea of the overarching improvement areas each school needs to work on, both in the short and long term, and produce detauled plans to rapidly and effectively respond to emerging issues. 

Our process for identifying areas of improvement

 

Our People strategy creates a clear framework for leading, managing, developing and retaining talent to drive organisatyional success. Our strategy focusses on the fundamental areas of:

  • Recruitment
  • Employee Engagement
  • Leadership & Development
  • Agile Performance Appraisal
  • Diversity, Equality & Inclusion
  • Employee Wellbeing

 

Ultimatley our People Strategy ensures that our workforce is motivated, skilled and equipped to meet both current and future challenges, helping to achieve long-term educational and business success.

 

 

 

 

Our Institute of Talent .......... LINK