This document reflects our shared long-term goals as a Trust and offers an opportunity to review progress Since the publication of our last Strategic Plan at the end of 2023, we have experienced significant change and delivered substantial improvements in outcomes for young people Our Trust has grown to include three primary schools alongside Brinsworth Academy and Dinnington High School, bringing our total to nine schools and colleges and over 10,000 young people in our care We have received recognition from Ofsted and others for the exceptional quality of our work and the positive impact we have made on so many lives
This success is driven by the dedication and talent of our staff, united by a single vision: to improve life chances and promote social mobility for young people Their commitment underpins our achievements and defines NCLT as a dynamic, high-performing organisation and an outstanding place to work.
Looking ahead, our Strategic Plan for 2026–2029 sets out a clear roadmap for continued progress It focuses on five key areas:
High-quality inclusive education
School improvement
Workforce
Finance and operations
Leadership and governance
Within these priorities, we outline strategies for sustaining improvement, strengthening collaboration across schools and colleges, and ensuring robust systems, finances, and estates. The plan also addresses future development, effective governance, and the recruitment and retention of our most valuable resource our people
I hope you share my sense of excitement about the opportunities ahead.
Welcome from the Chair of the Board of Directors
I am proud to lead a Trust dedicated to making a meaningful difference in the lives of children and young people Since its formation in 2015, New Collaborative Trust has remained committed to advancing social mobility through collaboration. Our core values, candour, challenge, collaboration, commitment, and care, continue to guide our work
The Trust has grown steadily while driving improvements in student achievement This success is built on a strong belief in investing in our people through professional development, talent management, and succession planning. Our staff remain engaged and loyal, benefiting from the many career opportunities we provide
This Strategic Plan has been developed in consultation with governors, staff, and students It sets out our priorities and aspirations for the next three years and defines the service we deliver to our family of schools and colleges Thank you for taking the time to review this plan I hope it provides a clear and compelling picture of how we will continue to ensure that every child and young person in our care thrives academically, personally, and in their wellbeing
Diane Heritage
Chair of the Board of Directors
NCLT Explained
Who are we?
New Collaborative Learning Trust (NCLT) is quickly becoming recognised as one of the leading MATs in the Yorkshire region. Our Trust currently consists of nine academies with the ages ranging from two to nineteen years old We have a distinctive focus on staff and student wellbeing, and have been recognised by the MAT Excellence Awards in recent years as the Employer of the Year
All our staff, whatever their role, know that their central focus is on our shared vision: to have a positive impact on the lives of our young people, and thereby make a positive contribution to social mobility
MEMBERS OF STAFF
LOCAL AUTHORITIES
Growth Statement
At this stage, there are no plans for further growth of the Trust The immediate priority is to embed the newly joined secondary schools and maintain a strong focus on school improvement and increasing leadership capacity across all settings While expansion is not a strategic priority for the next three years, the Trust will continue to consider applications from schools wishing to join, assessed against a published set of criteria to ensure alignment with our vision and values
Co-Principals: VickyMarksandChelseaBranson
10.5% of the students come from the lowest 10% based on the Index of Multiple Deprivation.
35.1% of the students come from the lowest 30% based on the Index of Multiple Deprivation.
16.3% of the students come from the lowest 20% based on the Income Deprivation Affecting Children Index.
12% of students receive the bursary to support their learning.
11.7% of students were receiving additional pupil premium funding in Year 11 when they joined the college.
20.6% of students have a Special Educational need.
37.6% of students would be the first family member to progress to Higher Education.
Staff - 111
(+33 casual)
Students - 1520
Principal elenJackson
13.6% of the students come from the lowest 10% based on the Index of Multiple Deprivation.
32.7% of the students come from the lowest 30% based on the Index of Multiple Deprivation.
21.2% of the students come from the lowest 20% based on the Income Deprivation Affecting Children Index.
16.8% of students receive the bursary to support their learning.
14.7% of students were receiving additional pupil premium funding in Year 11 when they joined the college.
10.2% of students have a Special Educational need.
38.6% of students would be the first family member to progress to Higher Education.
Staff
Students
Principal StuartNash
49.8% of the students come from the lowest 20% based on the Income Deprivation Affecting Children Index.
30.8% of students receive the bursary to support their learning.
28.5% of students were receiving additional pupil premium funding in Year 11 when they joined the college.
8.1% of students have a Special Educational need.
47.9% of students would be the first family member to progress to Higher Education.
he top 6% most d.
Rotherham is the 52nd most deprived district in England.
Percentage rates for degrees well below national.
The percentage of students staying in education or employment in the local area is below the national average.
The percentage of students which are not in employment, education or training in the local area is above national average.
33% of students receive the Pupil premium.
23% of students have a special educational need.
30% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
Headteacher
HannahThornton
he top 6% most d.
Rotherham is the 52nd most deprived district in England.
Percentage rates for degrees well below national.
The percentage of students staying in education or employment in the local area is below the national average.
The percentage of students which are not in employment, education or training in the local area is above national average.
33% of students receive the Pupil premium.
19% of students have a special educational need.
30% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
Headteacher
KerryWade
Staff - 166
Students - 996
e top 6% most deprived areas in England.
Rotherham is the 52nd most deprived district in England.
Percentage rates for degrees well below national.
The percentage of students staying in education or employment in the local area is below the national average.
The percentage of students which are not in employment, education or training in the local area is above national average.
36% of students receive the Pupil premium.
26% of students have a special educational need.
30% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
Staff - 33
Students
- 213
Headteacher
AlexWirth
14% of the students come from the lowest 20% based on the index deprivation affecting children.
15% of the students come from the lowest 30% based on the index deprivation affecting children.
15% of students receive Pupil Premium.
25% of students have a Special Educational need.
7% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
m the lowest 20% based on the index deprivation affecting children.
85% of the students come from the lowest 30% based on the index deprivation affecting children.
41% of students receive Pupil Premium.
40% of students have a Special Educational need.
21% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
Staff - 78
Students - 409
Headteacher
AlisonBradbury
from the lowest 20% based on the index deprivation affecting children.
17% of the students come from the lowest 30% based on the index deprivation affecting children.
8% of students receive Pupil Premium.
16% of students have a Special Educational need.
6% of students in the local area are classed as persistently absent (which means they miss more than 10% of school time each year).
Students - 556
Headteacher
SarahHewitt
Vision and Culture
Student
Achievement
Student achievement refers to how well students perform academically, shown through their exam results, mastery of curriculum standards, and measurable learning outcomes It focuses on students’ ability to understand and apply what they’ve been taught, demonstrate progress over time, and meet or exceed expected performance levels. Overall, it reflects the ex
Student Personal Development
Student personal development ensures that every learner has the opportunity to grow into a confident, responsible, and well-rounded individual The trust is committed to providing experiences that build character, independence, and resilience, helping students develop the attitudes and behaviours needed to thrive both in school and beyond. Through enrichment activities, leadership opportunities, and a supportive environment, the trust places personal development at the centre of its mission, recognising it as essential to preparing students for their future lives and contributions to society
Contribution to Social
Mobility
The trust combines a strong focus on student achievement with a commitment to personal development to positively contribute to social mobility. By ensuring students attain high academic outcomes while also developing confidence, ambition, and essential life skills, the trust equips every learner with the foundations needed to access future opportunities This balanced approach empowers students to overcome barriers, broaden their aspirations, and progress onto further education, training, or employment, enabling them to thrive and contribute meaningfully to their communities
Student and Staff Well-being
The trust prioritises the well-being of both students and staff by fostering a safe, supportive, and inclusive environment where everyone feels valued and cared for It promotes a culture that encourages open communication, work–life balance, and access to appropriate support services By investing in professional development, creating positive learning spaces, and placing mental and physical health at the forefront of its policies, the trust ensures that students and staff are equipped to thrive personally and professionally, recognising that well-being is essential for sustained success and a flourishing school community
Our Values
The 5Cs candour, collaboration, care, challenge, and commitment are important because they provide a shared foundation for how our trust works together and supports its community. Candour ensures honesty and transparency, helping us build trust and make clear, informed decisions. Collaboration encourages teamwork and the sharing of ideas, strengthening outcomes for students and staff Care reflects our responsibility to create a nurturing, respectful environment where everyone feels valued Challenge drives us to set high expectations, push for excellence, and continuously improve Commitment demonstrates our dedication to achieving our goals and supporting each other Together, these values guide our actions, shape our culture, and help us deliver the best possible education for every student
CANDOUR
To be open, honest and fair to everyone
CHALLENGE
To have high expectations of ourselves and each other
To learn from each other for the benefit of all To be considerate of others and their needs
To be dedicated, resilient and strive for continuous improvement
3 Year Over-Arching Objectives
High Quality Inclusive Education
Reading for all
Raise reading attainment beyond national averages in the primary phase, and embed targeted literacy interventions in the secondary phase, ensuring all students can access and succeed within the full curriculum.
School Improvement
Student Outcomes
Achieve student outcomes that consistently exceed national averages, through the embedding of high-quality teaching as the standard practice across all classrooms
Enhanced Staff Wellbeing
Prioritise the wellbeing of leaders, teachers, student support staff, and back-office teams to create an energised, collaborative workforce capable of delivering high-quality teaching and comprehensive support
Behaviour and Attendance
Ensure attendance levels are above local and national, consistently applying an exemplary behaviour policy, and developing effective alternative pathways, thereby reducing suspensions, exclusions and lost learning
Enhance the Personal Development Offer
Strengthen the personal development curriculum through outstanding CEIAG, cultural capital experiences, and enrichment opportunities, whilst securing meaningful nextstep destinations for every student
Narrow the Gap
Develop and implement effective strategies that reduce attainment gaps, ensuring the continued elimination of inequalities across all student groups, enabling every learner to achieve their full potential.
Workforce Finance and Operations Governance and Leadership
Recruit, develop, retain
Recruit, develop and retain exceptional teachers and support staff, incorporating effective succession planning to ensure continuous teaching excellence, support staff effectiveness, and leadership capacity
Enhanced Staff Wellbeing
Prioritise the wellbeing of leaders, teachers, student support staff, and back-office teams to create an energised, collaborative workforce capable of delivering high-quality teaching and comprehensive support Employment Rights Bill
Prepare the Trust and its 1,300 employees for upcoming legislative changes, ensuring readiness and compliance with the future implementation of the Employment Rights Bill
Financial Sustainability
Embed ICFP to deliver balanced budgets across phases that are consistent and transparent, supporting financial decision making and achieving value for money.
Strengthening Governance and Leadership
Further strengthen governance and leadership across the Trust by fostering strategic alignment, accountability and collaboration between the schools and colleges and central governance, ensuring leaders at all levels have the resources and support to drive sustained improvement
Digital Innovation and Efficiency
Deliver an effective digital strategy that incorporates the latest AI, deploying tools to reduce workload and improve effectiveness and efficiency across the Trust, in line with and measured against the digital strategy.
Operational Sustainability
The Trust will invest resources to ensure all schools and colleges operate effectively, efficiently and sustainably in order to drive and sustain school improvement
Next Generation Governance
Attract, recruit and develop a diverse, younger generation of governors, preparing the Trust for next generation governance through succession planning and forward-looking strategic engagement
Leadership Alignment
Review and align leadership structures across the Trust to ensure equity, consistency, and coherence in policies, systems, and operational structures, enabling effective leadership in all schools and colleges
Focus Areas
Our vision is to ensure every learner thrives in an environment that is ambitious, inclusive, and sustainable To achieve this, we have identified five strategic focus areas that form the foundation of our plan: High-Quality Inclusive Education, School Improvement, Workforce, Finance and Operations, and Governance and Leadership.
High-Quality Inclusive Education ensures that every child, regardless of background or ability, has access to exceptional learning opportunities that meet their individual needs
School Improvement drives continuous progress, enabling schools to innovate, share best practice, and deliver consistently high standards
Workforce is central to success; by investing in recruitment, development, and wellbeing, we empower staff to excel and inspire learners
Finance and Operations provide the stability and efficiency needed to sustain excellence, ensuring resources are used wisely and strategically
Governance and Leadership underpin the entire system, offering strong accountability, clear vision, and collaborative decision-making that keeps learners at the heart of every choice.
Together, these priorities create a coherent framework for delivering outstanding education now and for the future
Focus Area: High-Quality Inclusive Education
Our commitment to high-quality inclusive education ensures that every learner, regardless of background, ability, or circumstance, has access to exceptional learning experiences that enable them to thrive. This focus area is built on three key priorities:
1 Reading for All Strategy
Literacy is the foundation of learning and life opportunities Our Reading for All strategy aims to embed a culture of reading across every stage of education, ensuring that every child develops strong reading skills and a lifelong love of reading By prioritizing early intervention, targeted support, and rich reading environments, we will close gaps in attainment and empower learners to access the full curriculum
2 Inclusive Education for All
Inclusion is at the heart of our vision We will create learning environments where diversity is celebrated, barriers to learning are removed, and every child feels valued and supported. This means adapting teaching approaches, providing specialist support where needed, and fostering a culture of belonging for all learners, including those with special educational needs and disabilities (SEND), disadvantaged backgrounds, or other vulnerabilities.
3 Enhanced Personal Development Offer
Education is more than academic achievement; it is about preparing young people for life Our enhanced personal development offer will provide opportunities for learners to build character, resilience, and essential life skills Through enrichment activities, careers education, and wellbeing programs, we will ensure that every child leaves school equipped to succeed in a rapidly changing world
Together, these priorities will ensure that our education system is not only high-performing but also inclusive, equitable, and focused on the holistic development of every learner.
Focus Area: School Improvement
School improvement is central to raising standards and ensuring that every learner achieves their full potential This focus area is about creating a culture of continuous development, innovation, and accountability across all schools Our priorities are:
1 Student Outcomes
Improving student outcomes is our ultimate measure of success We will focus on high-quality teaching, robust assessment practices, and targeted interventions to ensure every learner makes strong progress. By using data intelligently and sharing best practice, we will close gaps in attainment and raise achievement for all.
2 Behaviour and Attitudes
Positive behaviour and attitudes underpin effective learning We will promote a culture of respect, resilience, and responsibility, ensuring that classrooms are calm, safe, and conducive to learning Through consistent expectations, restorative approaches, and strong pastoral support, we will help students develop the character and mindset needed to succeed
3 Narrowing the Gap
Equity is a core principle of our strategy We will work relentlessly to reduce disparities in achievement between different groups of learners, including those from disadvantaged backgrounds, SEND, and other vulnerable cohorts. This will involve targeted support, inclusive practices, and strong partnerships with families and communities to ensure that every child has the opportunity to thrive.
By focusing on these priorities, we will create schools that are not only high-performing but also inclusive, aspirational, and committed to the success of every learner
Focus Area: Workforce
Our people are the foundation of educational excellence To deliver outstanding outcomes for learners, we must attract, develop, and retain a highly skilled and motivated workforce This focus area prioritizes:
1 Recruit, Develop, and Retain the Best Teachers and Support Staff
High-quality teaching and support are essential for student success. We will implement robust recruitment strategies to attract talented professionals, provide world-class professional development opportunities, and create clear career pathways. By fostering a culture of growth and recognition, we aim to retain the best educators and support staff in our schools.
2 Enhanced Staff Wellbeing
The wellbeing of our workforce is critical to sustaining high performance We will embed wellbeing into our organisational culture through proactive support systems, workload management, and mental health initiatives By prioritising staff happiness and resilience, we create an environment where professionals can thrive and deliver their best for learners
3 Preparation for the Employment Rights Bill
Legislative changes require proactive planning We will ensure compliance with the Employment Rights Bill by reviewing policies, updating practices, and providing training for leaders and HR teams. This preparation will safeguard our workforce, maintain trust, and uphold our commitment to fair and ethical employment practices.
Through these priorities, we will build a workforce that is skilled, supported, and future-ready empowered to deliver exceptional education for every learner
Focus Area: Finance and Operations
Strong financial and operational foundations are essential for delivering sustainable, high-quality education This focus area ensures that resources are managed effectively, systems are efficient, and innovation drives improvement Our priorities are:
1 Financial Sustainability
We will maintain long-term financial health by implementing robust budgeting, forecasting, and risk management processes This ensures that every decision supports the stability and growth of our schools, enabling us to invest in teaching and learning
2 Value for Money
Every pound spent must deliver maximum impact for learners. We will rigorously evaluate spending decisions, benchmark costs, and seek efficiencies without compromising quality. Our goal is to ensure that resources are used strategically to improve outcomes.
3 Integrated Curriculum and Financial Planning (ICFP)
ICFP will be embedded across all schools to align curriculum design with financial planning This approach ensures that staffing, timetabling, and resource allocation are optimized to deliver both educational excellence and financial efficiency
4 Digital Innovation and Efficiency
Technology is a key driver of operational improvement We will invest in digital solutions that streamline processes, enhance communication, and support teaching and learning By embracing innovation, we will reduce administrative burden and improve productivity
5.Operational Sustainability
Our operations must be resilient and future-proof. We will focus on environmental sustainability, compliance, and risk management to ensure that our schools operate safely, responsibly, and in line with best practice
Through these priorities we will create a financially secure and operationally efficient organisation that
Focus Area: Governance and Leadership
Strong governance and aligned leadership are essential for driving strategic direction, accountability, and sustainable improvement across our education system This focus area ensures that decision-making is robust, future-focused, and consistently centered on the needs of learners Our priorities are:
1 Strengthening Governance at All Levels
Effective governance provides clarity, challenge, and support We will strengthen governance structures across schools and the trust, ensuring that boards and committees have the skills, knowledge, and confidence to hold leaders to account and drive improvement This includes targeted training, clear frameworks, and transparent reporting
2.Preparing for Next Generation Governance
Governance must evolve to meet future challenges. We will invest in developing governance models that are agile, digitally enabled, and responsive to changing educational landscapes. This includes succession planning, embracing technology for efficiency, and ensuring diversity and representation in governance roles
3 Leadership Alignment
Leadership coherence across all levels is critical for delivering our vision We will ensure that school leaders, trust executives, and governance bodies share a common purpose, strategic priorities, and values Through collaborative leadership development, clear communication, and shared accountability, we will create a unified leadership culture that drives excellence
By focusing on these priorities, we will build governance and leadership that are strong, future-ready, and fully aligned to our mission of delivering high-quality, inclusive education for every learner.
Meet the team
Meet the team
As part of the NCLT staff Wellbeing Charter we will:
Review practices and procedures to proactively drive down unnecessary workload.
Provide a clear rationale when introducing any new initiatives that may impact negatively on workload
Provide CPD to highlight efficient and effective ways of marking in order to reduce workload
Regularly review and update the Trust’s Employee Health and Wellbeing Policy, that includes a section on reducing staff workload
Governance Structure
How will we monitor the progress of our strategic objectives?
At the centre of our Trust, both geographically and operationally is Trust HQ Located within 40 minutes of all our academies, it serves as the hub for central services, ensuring the smooth running of systems and support for our schools and colleges. Here, over 50 colleagues manage critical functions including HR, finance, IT, student services, digital and marketing, estates, health and safety, GDPR, compliance, policy, and governance This infrastructure underpins the Trust’s resources and operational resilience
A key feature of our model is the shared services approach, which reduces administrative burdens on schools and colleges, enabling leaders to focus on delivering high-quality education This strategic decision has freed headteachers and senior leaders from time-consuming tasks, contributing significantly to our success. It is one of the reasons why four of our nine academies are currently graded Outstanding by Ofsted
Trust HQ also houses the Trust Executive Team (TET):
Richard Fletcher (CEO)
Jenny Fearnhead (CFO)
Andy Woodcock (COO)
Lauren Walker (CPO)
This structure ensures seamless integration across the Trust Additionally, Trust HQ hosts NCLT’s Art Foundation course, supporting 50 students annually
Our forward-thinking digital strategy reflects our commitment to innovation and adaptability By deploying AI tools to streamline processes, enhance efficiency, and reduce workload, we are transforming administrative tasks, data analysis, lesson planning, and communication systems This approach allows staff to focus on high-value work that directly benefits students. It also strengthens our ability to adapt to a rapidly evolving educational landscape, ensuring we remain effective, efficient, and future-focused
