Chief Executive Officer

Core Duties

• Establish and sustain the Trust’s mission, culture, values, and strategic direction in partnership with the Trust Board.
• Drive exceptional educational and sustainable financial outcomes for the Trust.
• Be responsible for delivering and developing the strategic visions, values, and ethos for each school in conjunction with school leaders and other members of the Executive Leadership Team.
• Provide vision, direction and leadership that enables the Trust to achieve its strategic objectives and secure its future sustainability.
• Act as an ambassador of the Trust, promoting the organisation's core purpose and values and enhancing the reputation and standing of the Trust.
• Research both actual and potential changes in the education landscape to ensure proactive development.
• Oversee and be accountable for all aspects of Safeguarding and the Trust approach to Keeping Children Safe in Education.
• Work with the Trust’s Executive Leader (Primary) to ensure that our schools are prepared for all Ofsted inspections and monitoring visits.
• Ensure improvement strategies are mapped out, actioned, and followed up.

Strategic Leadership Responsibilities

• Provide strategic and motivated leadership and direction of the Trust and its schools within the vision and strategy agreed by the Board of Trustees.
• Develop and execute policies, plans, and systems that translate the Trust’s vision into actionable objectives and outcomes.
• Oversee robust accountability by supporting the Executive Leader (Primary) to support the schools’ leadership teams, to develop the shared vision and strategic plan for the schools.
• Ensure that the Trust financial viability is secure, based on accurate analysis and can meet both the needs of the Trust and its schools.
• Take responsibility for the design and implementation of the annual business plan and key documents such as the Trust’s long-term Strategic Plan.
• Ensure proactive, robust, and appropriate risk mitigation and management aligned to local school risk strategies.
• Maintain a robust understanding of the regulatory environment in which the Trust operates.
• Commit to ensuring appropriate safeguards are in place, including a personal commitment to the safeguarding and well-being of children and young people.
• Maintain an outward facing role on behalf of the Trust to strengthen its future growth and relationships with all parties and stakeholders.

Governance and Compliance, in Liaison with the Board of Trustees

• Lead in collaboration with the Trustees, on the preparation and submission of the annual Statutory Accounts.
• Ensure operational managers are meeting the requirements for governance health and safety, safeguarding, risk management and equality, diversity, and inclusion.
• Develop, implement, and regularly review operational policies to ensure full compliance with legal, regulatory, and sector best practices.
• Ensure that robust evaluation procedures are in place to ensure high quality, effective and sustainable services are being provided.
• Undertake any other reasonable duties as required by the Trustees.

System and Civic Leadership

• Be a visible, inspiring, and approachable local, regional, and national figure.
• Regularly canvass stakeholders to inform policy development and represent the Trust.
• Build relationships with the Department for Education, Ofsted, and others.
• Create and engage in the collective leadership of the sector.
• Promote ways in which the Trust’s schools engage meaningfully with their communities.

Finance and Procurement

• Work closely with the CFOO and MATFS to ensure that the Trust works to the standards set out.
• Ensure long term financial sustainability by establishing and confirming the effective monitoring of proper financial systems.
• Ensure that the Board of Trustees receives accurate and timely financial reports.
• Support and review annual budgets of each school within the Trust.
• Challenge the CFOO to negotiate and agree optimum costs with service providers.
• Develop and implement strategies for the generation of additional revenue and resources for the Trust.

Developing Self, Innovation and Creativity

• Treat everyone within each school fairly and equitably.
• Promote continuous learning and engage with professional development opportunities.
• Develop relationships with relevant funding bodies and external providers.
• Ensure the Trust effectively develops all staff to enable them to achieve their maximum potential.
• Regularly review personal practice, set performance targets, and participate in performance management processes.

Leading by Example

• Provide dynamic, consistent, and motivational leadership.
• Uphold and demonstrate The Principles of Public Life (The Nolan Principles).
• Lead by example, being personally visible to the Trust’s employees.
• Establish collaborative and open relationships with all stakeholders.
• Ensure regular, open communication with the Trust Board.
• Oversee the implementation of all Trust policies and procedures.
• Collaborate with all stakeholders to generate enthusiasm and commitment.

Supporting the Work of the Trust

• Develop and maintain the ethos of trust in all schools.
• Develop strong, positive relationships with colleagues within the Trust.
• Participate in Trust wide activities to share best practice.
• Delivery of a People Strategy that achieves the strategic ambitions of talent attraction, retention, and growth.
• Strengthen each school’s positive image in the wider community.
• Present complex information in a consistently credible manner to the Trust Board and external parties.
• Develop and maintain respect across all stakeholders.

What the school offers its staff

• All staff receive three wellbeing days per academic year.
• Generous two-week October half-term across all schools.
• Funded professional development for roles that align with our goals.
• Strong, collaborative relationships with Trade Union colleagues.
• Voluntary secondment opportunities.
• Internal promotion opportunities while ensuring continuity of service.
• Access to outstanding professional development opportunities.
• Membership in either the Teachers' Pension Scheme or Local Government Pension Scheme.
• Ample Leave: Non-term-time staff benefit from generous annual leave.
• Employee Assistance Programme: Confidential, free support services.
• Cycle to Work Scheme: Save on commuting costs.
• Interest‑free season ticket and parking permit loans.
• Pay awards in line with national and local recommendations.

Commitment to safeguarding

Our organisation is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults. We expect all staff, volunteers and trustees to share this commitment. Our recruitment process follows the keeping children safe in education guidance.