Federation Strategic Objectives 2026–2027

Strategic Objective One: To embed and evaluate evidence-based teaching and leadership strategies across all schools.

Achieve a target of 90%+ of lessons demonstrating secure Teach Like a Champion (TLAC) implementation, culminating in a comprehensive evaluation of teaching effectiveness and student outcomes in Summer 2027.

Ensure 100% participation in the federation leadership programme, refining these initiatives to ensure they remain responsive to individual school needs.

Drive the adoption of recommendations from the Best Practice Reviews in Personal Development, Behaviour, and SEND across 90% of schools within six months.

 

Strategic Objective Two: To deepen centralisation and sustain operational efficiencies to mitigate financial compliance risks.

Generate over £50,000 in identified savings through centralised procurement and the introduction of routine internal financial audits.

Collaborate with Walsall LA ICT to transition school IT infrastructures into unified cloud environments and rationalise back-office functions, including payroll.

Enforce robust financial compliance by transitioning all schools to a cashless system and actively implementing a federation-wide procurement policy.

 

Strategic Objective Three: To strengthen inclusive education by addressing pedagogical inconsistencies and combating high persistent absence among SEND cohorts.

Implement a federation-wide SEND strategy based on comprehensive audit findings, using a shared framework and targeted staff training to resolve pedagogical inconsistencies.

Expand internal nurture provisions by scaling successful additional resource units, such as "The Nest" model.

Mandate the termly production of "attendance vulnerability profiles" to specifically target and reduce persistent absence among SEND cohorts by 10%.

 

Strategic Objective Four: To build a brand presence and establish a strong internal digital foundation prior to future external expansion.

Focus marketing efforts on internal stakeholder engagement and digital foundations, strategically deferring the launch of the external commercial trading model to Autumn 2027 to protect internal executive capacity.

Develop a federation-wide attendance case study bank that highlights successful, evidence-based early interventions and whole-family working.

Grow digital visibility to achieve a 20% increase in unique website visitors and a 50% increase in LinkedIn engagement through a quarterly schedule of internal and external newsletters.

 

Strategic Objective Five: To fully operationalise a risk-focused governance model that enhances strategic oversight and continuous improvement.

Transition the Cadmus Governing Body to a proactive oversight model where the COO evaluates risks using uniform, standardised reports submitted by school leaders and business managers.

Operate within a disciplined six-stage continuous improvement cycle (Plan, Implement, Monitor, Assure, Challenge, Improve) to ensure information, assurance, and accountability flow consistently between local school committees and the federation board.

Present consolidated Risk & Mitigation Reports to the governing body on a regular cycle, embedding these insights directly into long-term strategic planning and decision-making.