Bradfield Dungworth Primary School

We converted to become an Academy on May 1st 2019. This is an exciting opportunity to further improve our schools through collaboration with like minded partners. We believe the benefits of belonging to a Trust are as follows:

• Deeper Partnership working and innovation within Teaching and Learning – we already work well as a group of schools and it is a natural step to pursue deeper links. An Academy Trust would better facilitate the sharing of good practice and expertise, as well as provide different career development opportunities for our staff.
• Resource Sharing – we would be able to achieve economies of scale over time, saving much needed money during the current challenging financial climate. Individually, we are not well funded schools and need a way to mitigate external financial pressures in order to keep jobs safe and ensure money is available for learning activities, both of which ultimately impact on the provision for our children.
• Curricular Freedom – Academies are free to better alter the curriculum to meet the needs of their pupils. This fits with our shared ethos of providing an engaging and stimulating curriculum.

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Academy Financial Information

Please click here to  find the following information on our trust website 

• annual report

• annual audited accounts

• memorandum of association

• articles of association

• funding agreement

Jim Dugmore

Chief Executive Officer

Jim is an experienced Headteacher, National Leader of Education and System Leader. He is currently Headteacher at Oughtbridge Primary School, one of Sheffield’s highest performing schools. He has successfully led transformational school improvement programmes across several schools, including leading his previous school from performing within the lowest 200 in England to an Outstanding Ofsted in 2015. He currently works across South Yorkshire as an NLE and is a Trustee of the Diocese of Sheffield Academy Trust.

Yvette Hawksworth

Chief Financial Officer

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Our Values

Trust

• We respect the individuality of schools and their communities and always act with integrity. By allowing high levels of autonomy wherever possible, we are able to nurture personalised approaches to learning and focus on developing holistic people.

Collaboration

• Our Trust is based on positive relationships and close working across settings. Stakeholders treat each other with respect and work in productive partnerships that work for the greater good of the children.

Ambition

• We aspire for all children and adults in our communities to be the best they can be. Inspiring curricula for our pupils, clear development pathways for our staff and sustainable Trust growth all combine to ensure we all reach our potential.

Responsibility

• A school understands its context better than anybody and should be supported to utilise that knowledge in order to remain improvement focussed. We account for our actions and are outward facing.

Innovation

• Enjoyment and excitement should be an entitlement for all children and adults working in our Trust. We develop cutting edge, research informed and highly engaging pedagogies that ensure high levels of progress for children and rapid development of staff.

Our Directors

• The board of trustees is the accountable body of the trust, and is responsible for the conduct and standards of all the schools within it. The board must fulfil the following three core governance functions, as described in the Governance Handbook:
• Ensure clarity of vision, ethos and strategic direction.
• Hold the executive to account for the educational performance of the schools and their pupils, and the performance management of staff.
• Oversee the financial performance of the trust and make sure its money is well spent.

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Our Schools