Vision 2025

(updated, September 2021) Our Vision: LAT Excellence Charter

1 We will provide outstanding 5 We will ensure that pupils are leadership and governance at every well-behaved, confi dent and 1level so that all pupils attend an respectful in a safe and secure academy judged to be at least good environment. overall by Ofsted. 6 We will ensure a high-quality 2 We will ensure a rich, engaging and workforce and prioritise staff inclusive curriculum with eff ective retention, professional development teaching and high-quality learning and well-being. resources across all subjects and year groups. 7 Through our “Business Promise” we will guarantee strong engagement 3 Regardless of their ability or personal for all pupils with industry and circumstances we will ensure that all employers. groups of pupils make at least good progress and diminish diff erences in 8 We will provide all pupils with a high- their attainment. quality careers learning programme.

4 We will develop pupils’ characters 9 We will grow to support more and attributes in line with the schools in the region so that our International Baccalaureate Learner pupils and theirs benefi t and that Profi le so that all LAT alumni obtain standards improve across the board. a collection of desirable qualities before they leave school. 10 We will work with our own and other primaries to ensure smooth transition to our secondary academies. Our Mission

Shaping Lives, Transforming2 Communities.

‘ is transforming communities across South-East . We are shaping education for young people so that they will have a variety of opportunities and a far better future.’ Sir Geoff rey Leigh Founding Sponsor Our Values

We care - about our pupils through our human scale approach to education, our3 staff and their well-being and the communities that we serve, driven by our high ideals and strong moral values.

We have boundless ambition - to achieve excellence for all and create confi dent young adults with high levels of resilience and integrity.

We work together - as one team in the belief that we are greater than the sum of our parts. We foster an enterprising culture through collaboration and in close partnership with industry and other educators.

We keep getting better - using our ‘can-do’ attitude towards continuous improvement and innovation. Our Vision: LAT Excellence Charter Our Mission Our Values 1 Introduction by the Chief Executive 3 Major economic, social and technological challenges Our Goals 4 The International Baccalaureate 6 A: Learning 6 B: Curriculum 7 C: Co-Curriculum 7 D: Outcomes 8 E: People 8 F: Leadership 9 G: Estates 10 H: Technology Contents 10 I: Growth 11 J: Operations 11 K: Community & Partnerships Introduction by the Chief Executive

Leigh Academies Trust (LAT) has embarked LAT started in secondary education, but School. LAT has three community interest on its second decade. It was one of the today covers a diverse and balanced companies. One is LAT Enterprises, a trading fi rst multi-academy trusts in the UK and portfolio. There are ten nurseries, thirteen company, which gift-aids revenue back to is now one of the biggest and most primaries, eleven secondaries and one large LAT academies from income raised through respected. Since 2008, LAT has grown from special school. Our mainstream academies lettings and other activities. The second one academy in to twenty-fi ve contain ten designated specialist provisions is The Hundred of Hoo Nursery, a large academies in , Medway, Bexley and for pupils with a range of special needs education and childcare establishment for Greenwich. LAT academies form a tight making the Trust highly inclusive. One of children from three-months to school age. geographical group making travel plus our secondaries is a university technical The third is a fairly recent development, LAT resource and knowledge transfer between college by licence and one is an all-through Apprenticeships, allowing LAT to operate as them relatively easy. academy. The Trust also has its own an accredited apprenticeship provider for with a prestigious history courses across its schools. dating back to 1701. LAT has a further three academies (free schools) in the pre-opening Over the last ten years or so the Trust has stages of development: one primary, one built a range of positive partnerships. This secondary and one special academy. includes four universities: University of Kent; University of Greenwich; Ravensbourne As well as schools, LAT is responsible for University; Leeds Beckett University, which much else. The Trust is the legal entity works with KMT to award qualifi ed teacher for Kent and Medway Training (KMT), the status to trainees. The Trust has close links South-East’s largest initial teacher training with two livery companies that support provider. The Trust contains Medway its academies in South-East London, Teaching School Alliance and the Kent The Stationers’ Company and The Tallow and Medway Maths Hub, both linked to Chandlers. Our growing relationship with Sir Joseph Williamson’s Mathematical Ambition School Leadership off ers the full

1 Vision 2025 range of national professional leadership all subject areas and encourages young LAT has achieved much in its relatively programmes to staff. people to appreciate the connections short lifetime since 2008. We are now between them. The IB sets out to create ready to think on an even bigger scale and Despite taking on several academies in knowledgeable young people who are look outwards to new horizons. We are very challenging circumstances and being motivated, engaged and enquiring. It is educating sixteen-thousand young people one of the largest school groups in the UK, a rounded programme which cannot be who will be the adults of tomorrow, helping 100% of all academies inspected whilst part disrupted by national governments causing to shape our world for the better. That is of LAT are good or better. This is an enviable endless swings of the education philosophy a huge responsibility and is why our next track-record of inspection. However, as pendulum. The IB is most often found in set of goals - called Vision 2025 - will have important to the Trust are its close links grammar schools, fee-paying schools and at its centre the major social, economic with industry and employers which ensure some of the best international schools. We and technological challenges facing the positive future employment pathways have calculated: if it is good enough for world today. Based on our strong moral for pupils. Since the early days of the City their pupils, it is good enough for ours. foundations, it is our duty to educate pupils Technology College movement, it has to face these challenges and to help make always been in the Trust’s DNA to connect For the Trust, IB programmes have the the world a better place. our schools more closely to the workplace. important added benefit of not being That is why we continue to emphasise the overly prescriptive, as they operate across importance of careers education, business the world. They do not prescribe content or mentoring schemes and a curriculum pedagogy, but have the significant benefit informed by the needs of employers. of providing a framework that allows our academies to collaborate to provide a Recently, LAT has developed a very clear, high quality curriculum and assessment all-age curriculum vision based upon the framework for all of our pupils from Simon Beamish International Baccalaureate (IB), a balanced ages 4-19. Chief Executive curriculum that gives prominence to September 2019

Vision 2025 2 Major economic, social and technological challenges

Through Vision 2025, LAT will contribute to making the world 4a better place. The main challenges are:

Challenge 1: Modern lifestyles are destroying our Challenge 3: Traditional jobs are being replaced by planet and increasing inequality technology and globalisation We will develop environmentally conscious learners who feel We will develop internationally-minded learners who appreciate empathy, act compassionately and behave ethically. We will create diff erences and have a wide range of perspectives, ensuring they pioneering social entrepreneurs with a sense of service to others, are adaptable, innovative, creative and can harness the power of future generations and to the planet. digital technology.

Challenge 2: Humans are overloaded with Challenge 4: A lack of employment skills risks UK information wealth and productivity We will develop learners who think critically, based on a secure We will develop confi dent learners who have a positive can-do knowledge and understanding. We will enable them to apply attitude and strong work ethic, able to collaborate and work as part insight and judge the signifi cance and reliability of information. of teams. We will focus on STEM and employer links to increase the fl ow of well-qualifi ed young people entering the workplace.

3 Vision 2025 The International Baccalaureate

The ambitions of Vision 2025 draw heavily on the mission All IB programmes are holistic and seek to develop important statement5 of the International Baccalaureate Organisation (IBO) character traits in young people as set out in the IB Learner Profi le. and its Learner Profi le. All LAT academies are developing “all- through” IB curriculum programmes to become authorised as World Schools. Our own approach chimes closely with the IBO’s mission statement as follows:

“The International Baccalaureate aims to develop inquiring, knowledgeable and caring young people who help to create a better and more peaceful world through intercultural understanding and respect.

“To this end the organisation works with schools, governments and international organisations to develop challenging programmes of international education and rigorous assessment.

“These programmes encourage students across the world to become active, compassionate and lifelong learners who understand that other people, with their di erences, can also be right.”

Vision 2025 4 Our Goals

6 A: Learning 6 B: Curriculum 7 C: Co-Curriculum 7 D: Outcomes 8 E: People 8 F: Leadership 9 G: Estates 10 H: Technology Our Goals 10 I: Growth 11 J: Operations 11 K: Community & Partnerships B3: All academies to be involved in at least one British Council A: Learning initiative. In the year ahead: B4: Roll out full implementation of the new Early Years Framework. A1: Ensure LAT Teach aligns with the best practice pedagogy. B5: All primary academies adopt the LAT assessment framework for foundation subjects. A2: Update the LAT Qualities and Competencies Teaching and Learning Framework. B6: The first LAT academy embarks on the process to achieve IB DP approval. A3: Extend National Tutoring Programme to support more disadvantaged pupils with Covid recovery. B7: Introduce Unifrog to all secondary academies to strengthen careers education for pupils. A4: Increase positive impact of 1-to-1 devices on learning so that 85% of Digital Engagement Scores across academies are 3 or B8: Fully implement the new relationships, sex and health above. education requirements across all key stages. A5: Develop new proposals about how technology can support B9: Take further steps to achieve T-Level accreditation in at least the learning and development of pupils with SEN. five secondaries. B10:  Agree revised protocols for World School verification for Further forward: special schools with the IBO. A6: All teachers will be effective and at least half highly effective. Further forward: A7: Organise LAT Lectures on areas of educational research and innovation. B11:  All primary academies to become IB World Schools delivering the Primary Years Programme successfully by September 2022. B12:  All secondary academies to become IB World Schools B: Curriculum delivering the Middle Years Programme successfully. In the year ahead: B13: Extend IB post-16 diploma programmes to more academies. B1: All “cohort 1” primaries to achieve IB PYP verification. B2: Over 75% of academies to achieve “foundation status” International School Award.

Vision 2025 6 C: Co-Curriculum D: Outcomes In the year ahead: In the year ahead: C1: Opportunities for cross-curricular events and activities D1: Secure two more Ofsted outstanding rated primaries. increase beyond pre-pandemic levels. D2: Achieve at least one more Ofsted outstanding rated secondary. C2: Extend the Duke of Edinburgh Award Scheme to five more LAT D3: KS2 primary progress scores, GCSE Progress 8 score and post- secondaries. 16 value added scores all no lower than zero. C3: Invest £240k of reserves in widening the co-curriculum offer D4: Increase the number of pupils progressing to Level 4 study/ for pupils. training.

Further forward: Further forward: C4: Introduce a LAT Student Council to enable our young people D5: Sustain performance above national averages for all to shape the future. educational KPIs. C5: Provide curriculum opportunities for pupils in every academy D6: Achieve at least three Ofsted outstanding secondary to address the UNO Sustainable Development Goals. academies. D7: 80% of academies judged outstanding for leadership and management.

7 Vision 2025 E: People F: Leadership In the year ahead: In the year ahead: E1: KMT recruits 300+ new trainees to begin in September 2022. F1: Begin appointing Curriculum Advisors for non-EBacc subjects. E2: Increase the number of trainee teachers beginning careers F2: Enhance the Trust’s clerking service to provide even better with LAT by 20%. support for governors. E3: Staff engagement scores to exceed an average of 8 out of 10. F3: Successfully launch Thames Gateway Teaching School Hub. E4: Teacher retention exceeds 80% and leader retention exceeds F4: Build upon the success of digital engagement with our 90%. academies by governors and parents. E5: Implement the LAT succession planning tool for all senior F5: Complete “cohort 1” of the Aspiring Principals’ Programme and leadership positions. launch “cohort 2”. E6: Extend the Trust’s cyber community and knowledge sharing network. Further forward: E7: Successfully implement the new Early Careers Framework F6: KMT to double the number of teacher trainees to address across all academies. teacher shortages. E8: Where appropriate, introduce more opportunities for flexible working.

Further forward: E9: Become the education employer of choice in the region. E10:  Ensure that all academies are performing above sector averages for staff engagement. E11: Teacher retention exceeds 85%. E12: Retention of leaders remains at 95% or above.

Vision 2025 8 G9: Agree proposals with KCC for the expansion of Marden Primary G: Estates to 2FE using available s106 funding. In the year ahead: G10: Finalise a plan to overhaul early years facilities at Paddock Wood Primary. G1: Complete STEM centre at The Halley Academy in relation to teaching, leadership and IT by no later than January 2022. G11: Upgrade windows and glazing at The Halley Academy. G2: Complete playing fields at The Leigh UTC by no later than the G12: Finalise infant classroom redevelopment at Dartford Primary end of 2021. Academy. G3: Complete significant upgrades to The Hundred of Hoo G13: Agree plans to extend High Halstow Primary to 2FE with Academy estate in relation to catering, changing facilities and Medway Council. the new SEN Centre. G4: Complete stage-3 of SJWMS building programme by adding to Further forward: current science laboratory provision. To be confirmed. G5: Embark upon the 2FE extension at The Hundred of Hoo (primary) and take 60 pupils into Reception for the first time in September 2022. G6: Finalise capital plan to invest s106 and basic need funding at , starting with C Block. G7: Take steps to reduce the Trust’s carbon output by 10%. G8: Begin three-year programme to upgrade and resuite science laboratories at The .

9 Vision 2025 H: Technology I: Growth In the year ahead: In the year ahead: H1: Achieve Digital Level 4 at all academies. I1: Agree plans for the expansion of Milestone Academy. H2: Launch the next stage of LAT’s Digital Strategy (see separate I2: Encourage another grammar school to join the Trust. document). I3: Expand the number of apprentices training with LAT H3: Extend the Trust’s 1-to-1 device scheme to all primary year Apprenticeships by 50%. groups and year 12 students. I4: Develop sustainable future plans for High Weald, Ebbsfleet and Hayesbrook Academies following the merger with Brook Further forward: Learning Trust. H4: Continue programme to introduce and familiarise pupils and staff to new technology developments. Further forward: I5: Successfully bid for a secondary free school in Central Kent Cluster. I6: Develop new post-16 centre at The Leigh Academy and expand to 300 PAN in year 7. I7: Complete four all-age and inclusive clusters with approximately 10 academies and 6,000/8,000 pupils each. I8: Redevelop Horsmonden Primary Academy to two-forms of entry, to meet additional local demand, supported by new build project.

Vision 2025 10 J: Operations K: Partnerships and Community In the year ahead: In the year ahead: J1: Achieve £750k profit for LAT Enterprises. K1: Identify a major corporate partner for the Trust to provide ongoing strategic support and investment. J2: Extend the use of Bromcom to additional areas of operation such as primary assessment and safeguarding. K2: Launch major new partnerships with The National College and Chartered College to significantly increase professional J3: Further consolidate Trust data services to ensure reliability and development opportunities for all staff and governors. consistency. K3: Continue to forge strong links with the IBO through J4: Develop a plan for the ongoing renewal of catering participation in IB Communities. equipment. K4: Further enhance the Trust’s digital first marketing strategy J5: Agree a free reserves target of 5% of income and ensure the across all academies. Trust exceeds this expectation.

Further forward: Further forward: J6: LAT Enterprises to achieve £1m+ profits annually. K5: Develop project to reduce community-based gang violence J7: Ensure full consistency in management operational services and knife crime amongst young people. across academies. K6: Launch programme to combat childhood obesity. K7: Consider implementing “good parenting” programme across academies. K8: Explore additional livery company partnerships to support Trust priorities.

11 Vision 2025 Chief Executive: Simon Beamish BA (Hons) MSc PGCE NPQH NLE

Carnation Road, Strood, Rochester, Kent ME2 2SX t: 01634 412200 | f: 01634 412201 e: [email protected] w: www.leighacademiestrust.org.uk

Leigh Academies Trust is a registered company (company no 2336587) and an exempt charity.

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07/2021