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Welcome to

Diocese of Worcester

Multi-Academy Trust

Why work for DoWMAT

It is our intent that the Diocese of Worcester Multi Academy Trust as a whole, and that each DoWMAT academy, delivers a positive, productive, working environment for staff and a welcoming, hospitable place for families, stakeholders, visitors and partners, as we work relentlessly to ensure all our pupils:


  • Attend an academy judged good or better, which offers a rich, vibrant and inspiring curriculum enhanced by our distinctly Christian vision.
  • Make excellent academic progress, so that year on year, more across the Trust achieve and exceed age-related expectations in Reading, Writing and Mathematics.
  • Develop academically, socially, emotionally and spiritually within a distinctive Christian environment.


At this moment in time, working in the education sector is especially challenging; with increased expectations, high levels of scrutiny, a rapidly changing landscape, financial restraints and unparalleled levels of anxiety.


However, in keeping with our Christian vision and values, the DoWMAT Board of Directors seeks to ensure a working environment within the Trust, where all:


  • Are treated with dignity and respect.
  • Are provided with the opportunities to grow and develop.
  • Can expect kindness and strong, supportive professional relationships with colleagues.


To this end, the Board are in the process of developing a strategy which intends to set out our commitments in the following key areas; ensuring life in all its fullness for the people who work with and alongside us.


Attract and Recruit Grow and Develop
Engage and Retain Support and Challenge


Attract and Recruit

How does the DoWMAT intend to attract and recruit the most talented staff – with drive and ambition - to deliver on our strategic principles?


We will take every possible step to:


  • Work within a clear Code of Conduct.
  • Develop robust recruitment processes to involve different levels of leaders and, where appropriate, other staff who will work with the new recruit.
  • Ensure staff involved in recruitment have had access to appropriate training – including Safer Recruitment.
  • Involve the DBE in all Headship appointments.
  • Advertise and promote job opportunities openly and fairly in appropriate ‘publications’ and on the Trust website to ensure equal opportunities.
  • Provide employment opportunities for trainees from organisations such as ‘School Direct’, ‘Future Teachers’ and from undergraduate programmes.
  • Identify selection techniques that allow the Trust to recruit individuals that have the necessary skills set, behaviours and values which reflect those of the Trust.
  • Ensure recruitment references, as appropriate, the most recent standards for Headteachers, teachers and support staff.
  • Ensure staff are allocated roles and responsibilities that are linked to their skill set and area of expertise or be provided with opportunities for appropriate training to upskill and broaden areas of expertise.
  • Ensure the fair distribution of roles, responsibilities and tasks.
  • Ensure all new staff receive a robust, high-quality and timely induction, including an introduction to the Trust’s distinctly Christian Vision, to reinforce the importance of all staff placing our values at the heart of all they do and which develops a sense of belonging, so they are empowered to contribute to their roles as quickly as possible.
  • Ensure all new staff are provided with a trained mentor as part of their induction process.
  • Ensure new appointees to any DoWMAT academy are aware of the opportunities afforded to staff within the academy and across the Trust.
  • Promote the MAT intention to develop future leaders.


Grow and Develop

How does the DoWMAT intend to ensure staff have the confidence and skills to realise the Trust’s aspirational ambitions for all Trust pupils?


We will take every possible step to:


  • Ensure our values inform every aspect of our Trust, underpinning all relationships including day-to-day interactions, working arrangements and more formal (eg HR) processes.
  • Invest in the range of development opportunities available to staff to help them realise their aspirations and develop areas of expertise.
  • Develop clear structures that provide progression and promotion paths for staff, using strong practitioners to influence and improve the practice of others.
  • Ensure robust performance management processes and the use of targets and development plans to enhance performance and individual development.
  • Introduce further CPD opportunities to lead, network, collaborate – including those for developing effective leadership – eg CofE ML / SL / NPQH.
  • Provide a systematic programme of development and support for NQTs and teachers in the early stages of their careers.
  • Increase development opportunities for key / aspiring leaders, building leadership capacity by providing high quality training and clarifying leadership responsibilities.
  • Provide a collaborative platform for academies and staff to work together in order to:-
  • Develop succession planning across the Trust, ensuring talent is recognised and developed in readiness for future challenges.
  • Ensure regular meetings for Headteachers to work together, remain up-to-date and keep in touch with the Trust Central Team; developing strategy, sharing strengths and highlighting areas of need.
  • Facilitate Deputy / Assistant Headteacher meetings.
  • Support  SLE appointments / SLE / Cross academy work.
  • Facilitate Subject Lead Forums / learning groups using the same language for moderation, lesson monitoring, school improvement.
  • Use leadership expertise to build capacity for Trust-wide Reviews – Reading / Early Years/ SEND / Pupil Premium Audits.
  • Provide access to coaching and peer evaluation strategies both within and across academies.
  • Provide mentoring for new Headteachers.
  • Hold an annual DoWMAT Conference for Headteachers.
  • Provide support for Headteachers – trauma / well-being.
  • Ensure new leaders / academies joining the MAT have training to ‘catch them up’.
  • Enable DoWMAT Local Academy Board (LAB) training.
  • Organise half termly LAB Chair meetings with CEO / Trust Directors.


Engage and Retain

How does the DoWMAT intend to care for staff well-being whilst maintaining high standards and creating exciting opportunities for professional development?


We will take every possible step to:


  • Ensure all staff feel that they are working within an environment where their wellbeing is prioritised and valued.
  • Ensure senior leaders keep workload and wellbeing of their staff under review and identify key priorities through each Academy’s School Improvement Plan.
  • Ensure Leadership teams provide opportunities for staff to offer feedback through formal and informal means.
  • Undertake impact assessments before bringing in substantial change.
  • Ensure that equity, fairness and transparency shape and inform DoWMAT policies, practices and processes
  • Across DoWMAT Academies, provide opportunities for staff consultation and collaboration in key projects, sharing experience and expertise to bring about positive change for children and staff.
  • Ensure all changes to academy processes are communicated clearly and senior leaders provide support and guidance to staff when implementing change.
  • Ensure that polices and practices relating to assessment, feedback and marking are useful tools for teachers and leaders in improving outcomes for pupils.
  • Ensure a clear, consistent and fair behaviour policy in each DoWMAT academy assists staff in managing behaviour effectively and outlines the clear role senior leaders play in supporting staff where there are particular challenges.
  • Taking into account staff wellbeing, operate an agreed communication protocol within each academy which outlines the expected response times from colleagues and external communications, e.g. from parents.
  • Provide staff with advance notice of all monitoring visits and clearly outline the focus of the meeting and any information which needs to be made available. To offer feedback following monitoring visits which clearly outlines strengths as well as areas for improvement.
  • Ensure that Senior Leaders utilise directed time effectively and that there is a clear focus for school activities, e.g. staff development meetings, which is understood by all staff and develops the quality of provision.
  • Provide staff with termly opportunities to feedback and identify areas where workload can be addressed and actions taken to reduce or remove tasks.
  • Provide training and opportunities for reflection which supports the wellbeing of all staff.
  • Ensure that staff receive quality feedback and recognition for work completed.
  • Monitor staff absence levels, patterns and reasons, and use return to work meetings consistently and effectively.
  • Implement support and assistance at the earliest opportunities, should staff identify concerns with their own well-being.


Support and Challenge

How does the DoWMAT intend to develop a collaborative culture that builds confidence, where staff feel listened to, valued, well-informed – and challenged to achieve of their best?


We will take every possible step to:


  • Provide high-quality training and CPD opportunities that meet the needs of individual staff members.
  • Provide coaching sessions and mentoring, as and when appropriate.
  • Facilitate secondments / expert links within DoWMAT academies to support professional development and system leadership opportunities.
  • Develop systems for sharing staff success and for recognising outstanding performance that motivate staff to perform at the highest level.
  • Ensure staff receive thanks and recognition (Staff certificates/rewards, Worcestershire Teaching awards – with a higher profile for DoWMAT staff) for their contribution to their academy / the Trust.
  • Promote opportunities to support and work (including Drop-in sessions) alongside other DoWMAT academies.
  • Bring together staff with specialisms from across the Trust, ie Early Years, SEND, Maths, Languages, IT to develop high quality provision across the MAT.
  • Facilitate collaborative learning hubs for local areas and key aspects of educational provision.
  • Facilitate opportunities for Middle Leaders / Deputy groups to meet, share and collaborate.
  • Ensure staff are provided with access to external support, such as an occupational health or a confidential listening service, if needed.
  • Strive to uphold good communication within academies and across the Trust.
  • Operate an open-door policy and clear channels of communication with the Trust central team.
  • Be responsive to the views of staff in our academies and act upon feedback.
  • Develop strategies for forward planning for sustainability in leadership.
  • Share resources (school improvement, teaching and learning, administration: Word documents) across the MAT.