About The Trust

The RPT recognises that we have essential qualities that we offer to our current schools and those schools considering joining our Trust includes:

  • Highly effective governance with a clear scheme of delegation
  • Access to highly effective policies and procedures, including robust financial management, compliance, scrutiny and audit policies and procedures to ensure financial regularity, effective use of resources and full compliance
  • Access to highly effective shared services & economies of scale (combined/bulk orders), supported by a knowledgeable, highly qualified, well organised school improvement, quality assurance, IT, finance, HR and site management central team
  • A ‘family’ of schools offering highly supportive networking and partnership working
  • An effective CPD, coaching and leadership programme for staff at all levels, to ensure excellent staff development for all
  • Quality assurance and school improvement services led by experts
  • A chance to generate income by offering school to school support.
  • Stability in a fast changing educational landscape
  • Harmony with vision and values, cultural alignment.
  • Retaining each school’s unique identity

Our key aim is to create school environments where all pupils flourish, ensuring both the optimal continuing development of their potential and their ability to live well as rounded human beings.

For us this means a relentless focus on high quality, inclusive education – advancing education for all our pupils.

In our view, deep and purposeful collaboration is at the heart of the Trust structure – it is the way we keep the focus on improvement at scale. And from our point of view, structures are in fact very important because they create the conditions for this intensely focused collaboration. We believe that ‘public benefit’ gives expression to the civic role of Trusts.

The power of purpose and the importance of culture ‘Flourishing together’ comes primarily from the power of purpose: the capacity to link people through a shared belief about the identity, meaning and mission of an organisation. In the strongest Trusts, there is a deep sense of collective purpose. Our purpose is drawn explicitly from the charitable object of most Trusts: advancing education for public benefit. Purpose is enacted across a Trust through the culture that the Trust establishes.

 

Our Key Areas of Focus:

  • High quality, inclusive education: The Trust creates a culture that is motivating and ambitious for all, especially disadvantaged pupils, and pupils with SEND, so that all can achieve their potential.
  • Strategic governance: The Trust anchors its strategy in the needs of its schools, the communities they serve and the wider educational system in line with its charitable objects. With our strong appropriate body school leaders fell supported in all aspects of their work.
  • Expert, ethical leadership: The accounting officer and executive team create a culture of expert, ethical leadership based on the Seven Principles of Public Life. They create a culture of one organisation, built around the Trust’s purpose and values.
  • School improvement at scale: A strong conception of quality and culture of continuous improvement is pervasive across all the schools in the group.
  • Workforce resilience and wellbeing: The Trust creates a positive working culture for all staff that promotes collaboration, aspiration, and support; delivered through out People Strategy, EDI Strategy and Leadership Strategy.
  • Finance and operations: Everyone in the organisation recognises the importance of effective and efficient use of resources for the wider benefit of all pupils. Ensuring best value for money, sharing of resources/expertise and income generation supports this in a highly effective manner.
  • Public benefit and civic duty: Part of the culture of our Trust is to work beyond its own organisation with other Trust leaders and civic actors for the wider common good.

 

With RPT you will have:

1. Deep and purposeful collaboration

Working with our central teams (HR, finance, sites); ensuring best VfM, responsive HR advice and support and health and safety monitoring

Working alongside our:

  • Director of Schools; ensuring ambition for every pupil, careful pupil progress tracking and a highly effective school improvement strategy
  • Director for People and culture; ensuring our People Strategy, EDI Strategy, Leadership Strategy, CPD and well-being offer for all staff and EDI policies are embedded to provide staff with a clear, positive environment to grow our leaders of the future and ensure every staff member is well supported to deliver best outcomes for all pupils
  • Director of Communication, IT and Data to deliver excellent systems to provide effective working environments for all pupils and staff and ensure communication with all is highly effective
  • Director of Finance and Operations to ensure robust finance, HR and operational systems are in place for all schools; supporting Heads to track their spending carefully, advise on VfM, be secure in their HR practice and deliver safe and secure environments for all.

2. A strong and resilient structure

  • Structural resilience through groups of schools working together in a single legal entity with strong, strategic and focused governance
  • Educational resilience through the deeper collaboration and stronger conditions for building a culture of improvement.
  • Financial resilience through greater economies of scale (VfM) and careful benchmarking
  • Workforce resilience through stronger, shared cultures of career development, with pathways across schools, bolstering the recruitment, development, and retention of teachers, leaders and support staff.

3. Every child a powerful learner

Our theory of change in relation to improvement at scale across the school system is deeper than the typical school improvement service because it is centred on curriculum, pedagogy, and the quality of teaching – the substance of education:

  • The goal is for every teacher/staff member in every classroom to be as good as they can be in what they teach (the curriculum) and how they teach (pedagogy);
  • There is no sustainable improvement for pupils without improvement in teaching, and no improvement in teaching without the best professional development for teachers;
  • Strong structures (in groups of schools) can facilitate better professional development through creating and culture and conditions and thus better teaching and improvement for pupils.

4. Professional growth and development

Professional development at the heart of efforts to improve the school system; we believe it should be underpinned by deliberate and intentional knowledge building. Professional development of teachers/staff is core to these knowledge building efforts. Pupils benefit from more effective teaching; they not only learn more, they live happier and healthier lives. The effect is strongest among pupils from disadvantaged backgrounds.

5. Solidarity and interconnectedness

It is our solidarity and our interconnectedness – our shared sense of purpose and our execution of a shared mission – that will make a difference to our pupils and communities we serve. It is the inherently collaborative structure of a School Trust, that can make it more possible for teachers and leaders to put their expertise to best use at multiple schools to help improve the quality of education where their colleagues need more support.

6. Civic duty and public benefit

Our Trust, drawing on their potential for strategic vision and leveraged resources, can serve an important civic function, helping to situate pupils, their families and education at the heart of a coherent public services offer.

 

In these difficult times of upheaval and uncertainty, it is up to us now to build a resilient school system that has the capacity and can create the conditions to keep getting better. We believe that is the potential of a Trust-based system.

We welcome interest in joining our MAT and finding out more from all mainstream and specialist schools.

Please contact Jayne Jardine MBE (CEO) at: jayne.jardine@manor.brent.sch.uk or call: 07762 986262.

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