Supportive networks & access to experts.
The deployment of business frameworks across our schools forms deep collaboration between individuals within our schools.
Our finance, operations, HR, IT, marketing, governance and estates ‘offerings’ are not, strictly speaking, ‘services’. We prefer to refer to our business framework. That is because, whilst we do have a (lean) central team who work, expertly, in all those fields, they’re not a ‘back-office’ or an attempt to strip-back particular functions from being done in schools. We work in and with schools, building capacity and expertise that we can all share and learn from. We work together to ensure sustainability and share unique skillsets. Our culture is collaborative but the resource stays in the school - our secondary schools have business managers who are essential parts of SLT and provide a crucial role in driving trust processes, procedures and policies at school level. Primary schools have office managers and are supported by executive business managers and through collaborative networks. Secondary schools act as hubs, with seconday ICT and HR teams supporting primary schools. We make all this work by communicating well and being really clear about what needs doing, when and how. And we meet, in person, through collaborative teams.
School improvement does not happen in a vacuum - great business and operational support are essential.