How We're Funded

All educational trusts charge a fee. The average is between 4-10% of the school’s General Annual Grant. Wickersley Partnership Trust generally charges 4%, this figure can vary depending specific circumstances and or geographical position of the school, providing a comprehensive service to schools. The service we offer releases capacity in your annual budget by paying for services centrally rather than charging individual schools.

The Trust has built a model which provides the capacity for schools to access support at the point of need. Each service (Finance, HR, Facilities) will offer each school uncapped support which will including on-site visits.

This allows schools and Governors to be proactive in removing barriers and planning for success.

The Trust has partnered with Services4Schools to manage HR and Services2Education to manage the Trust’s Capital Programme.

The Trust will pay for schools to access:

Learners First

A wide range of training and development for staff and governors including qualifications for leadership (access to NPQ qualifications for leadership development) and SLE, LLE, NLE and NLG access to support schools.

Staff professional development:

The Trust will provide opportunities for all staff at all schools to have access to professional development and networking opportunities. Continuous professional development is a key priority for the Trust; as it is committed to improving the quality of teaching and learning through development of staff with a high-quality offer.

The Trust will continue to develop cost efficiencies (whilst maintaining/ improving quality) for all schools with regards to contracts and services. Schools are encouraged, but are free to opt into these efficiencies.

  • Photocopier leases.

  • ICT leases & procurement.

  • IT system development, website compliance & management.

  • Financial & legal infrastructure required to operate as an Academy.

  • Ongoing professional development and School Direct ITT through a teaching school.

  • Centralised community services to support vulnerable students and families.

  • Assessment packages.

  • Insurance.

  • Broadband/telephone.

  • Catering & school meals.

  • Cleaning.

  • Transport.

  • Payroll.

  • Professional services e.g. Educational Psychologists.

Growth Strategy

The strategic plan for growth over the next 3-5 years, recognises that the educational landscape is constantly evolving often with rapid changes. We look to respond positively if the right opportunity for growth presents itself, or to accommodate a request from a relevant body e.g. the LA, RSC, DFE.

This growth strategy is based on the following principles:

  • To take control of shaping the local education landscape for a group of schools.

  • Being part of a formal support network with collective responsibility.

  • More effective sharing of practice and collective school improvement.

  • Cost-efficiency through collaboration (not just purchasing, but shared staff and resources)

  • Developing more effective support services, tailored to the needs of the schools.

Growth Plan 2017-20

As we grow we will consider geographical clusters within the trust e.g. Rotherham, Barnsley, Doncaster, Sheffield (South Yorkshire), Derbyshire and Lincolnshire etc. However, we will also endeavour to maintain a boundary on the geographical range of growth, ideally half an hour’s drive from the original school (Wickersley School and Sports College).

We will grow by approximately 3-5 institutions per academic year, unless there is a strategic reason to consider more e.g. a strong, established cluster of schools requests entry.

We will maintain an effective balance between school improvement capacity (Good/Outstanding schools) and vulnerable schools, as an Ofsted grade can sometimes not give an entirely accurate picture of a school. This will be assessed on a case-by-case basis.

We will endeavour to establish an effective balance between phases 1:4 (secondary: primary).

However, our moral obligation to raise standards and address under performance remains the overriding consideration.

  • Our intention and ambition is to create a network of Outstanding schools that thrive through collaboration and interaction.

  • We feel a sense of responsibility and obligation to expand. We will only expand when we have the capacity to do so. It is the responsibility of the Trust to build capacity as it develops.

  • Our Trust will serve a range of communities including those with relatively high levels of deprivation.