Throughout 2025-26, we have continued to invest in the development, support and progression of colleagues, ensuring they have access to the opportunities, expertise and resources needed to succeed at every stage of their career.
Attracting and recruiting excellent colleagues is fundamental to delivering the best outcomes for children and young people. This year, we strengthened our approach to recruitment by introducing a coordinated Trust-wide recruitment model, supported by the implementation of MyNewTerm. The new approach has brought greater consistency across our schools, helped vacancies reach the market more quickly and reduced the administrative burden on schools. This year, 315 vacancies attracted 2,609 applications.
Feedback from schools has consistently highlighted the positive impact of the new approach. Leaders reported that recruitment has become more manageable, administrative workload has reduced, vacancies are reaching the market more quickly and standardised recruitment templates have improved both consistency and efficiency across the recruitment process.
This year, The Nest was relaunched as a central online hub for colleagues, bringing together resources, professional development, Trust-wide information and support. The redesigned platform provides easy access to teaching and learning resources, CPD, guidance and key services, alongside regular updates on developments across our Trust and the wider education sector.
The teaching and learning area has been expanded with a growing library of classroom-based professional learning videos. Produced by the School Improvement Team in partnership with schools, each video combines lesson footage with reflective discussion. Relevant across phases and subjects, the videos help colleagues share expertise and learn from one another through The Nest, strengthening practice across our Trust.
This year, we introduced a new Trust-wide approach to appraisal for all colleagues, creating greater consistency in how we support performance and professional development across our schools and teams. Built around self-awareness, growth and collaboration, the new approach is designed as a continuous conversation between colleagues and line managers, connecting individual aspirations and development needs with school and team improvement priorities.
The new three-stage cycle includes an initial discussion about career aspirations, development priorities and goals, a mid-year review of progress and impact and an end-of-year reflection on achievements and future development. It also creates a clearer link between appraisal and the CPD, mentoring and other support colleagues need to progress.
Of 1,363 active appraisals, 71% of colleagues have engaged with the new process during its first year and we will continue to develop the new appraisal process next year.
“Our new appraisal system which launched this year plays a vital role in driving school improvement by aligning individual performance with school priorities, supporting professional growth, identifying future leadership talent, and promoting a culture of high performance, continuous development and wellbeing.”
Ria Tomlinson, Director of HR, Red Kite Learning Trust
Red Kite Connect has continued to support the development of colleagues both within and beyond our Trust. This year, a particular focus on ‘Every Teacher a Teacher of SEND’ has helped strengthen understanding of inclusive practice, equipping colleagues with the knowledge and confidence needed to support pupils with additional needs more effectively.
By sharing expertise across schools and the wider sector, these opportunities are helping to strengthen professional practice and improve outcomes for children and young people.
A significant development this year has been the launch of our Middle Leadership Programme. Designed to support colleagues at every stage of their leadership journey, the programme provides dedicated pathways for aspiring leaders, those new to leadership roles and experienced middle leaders looking to further develop their practice.
Led by experienced colleagues from across our Trust, the programme is helping to build leadership capacity, share expertise and create clear progression routes for colleagues.
“Middle leaders are the engine room of schools – they develop, support and inspire teams, whilst shaping and driving excellent practice. It is incredibly important to ensure that they are equipped with a strong skill set and have a range of support. The Middle Leader programme develops skills, knowledge and expertise, so our aspiring, new and existing middle leaders can excel!”
Sara Davidson, Director of Red Kite Education & Programme Leader
Investing in the specialist skills and expertise of colleagues is helping to expand the experiences available to children across our Trust. At several of our schools, including Whitkirk Primary School and Saltergate Schools, colleagues have gained Forest School qualifications, enabling them to deliver high-quality outdoor learning experiences.
At Coppice Valley Primary School, investment in colleagues’ professional development has strengthened the school’s capacity to deliver outdoor learning, leading to the introduction of new Forest School sessions and the school’s first on-site bushcraft residential. Through these experiences, pupils are developing practical skills, independence, resilience and teamwork in meaningful outdoor environments.
By building expertise within the school, this investment is creating lasting opportunities for children while providing a strong foundation to extend the provision further and increase equity of opportunity.
