Page 15 - Galileo Strategy Plan

RISKS PUBLIC VALUE STATEMENT

Key external risks to us In setting our objectives and
achieving our strategic plan. planning our activities we
have carefully considered the
We have identified a number risks to our unpinning Charity Commission’s general
principles. We will work together to mitigate these
factors to limit any potential impact. guidance on public benefit.

Organisational Resilience People Inclusion Galileo MAT is committed to adding
value to the social, economic, and
• School funding remains low and • Teacher and teaching assistant • Post COVID and increasing social physical well-being of the local
public sector controls reduce our shortages exacerbated by lack and economic challenges impact community it serves.
ability to borrow and to be responsive of parity when compared to on attendance, behaviour, and
to emerging priorities. private sector. increasing mental health and We are committed to raising aspiration,
• Teacher and support staff pay • Lack of staff mobility across the safeguarding concerns. increasing opportunity, and providing
increases not being adequately Trust prevents recruitment of early • Impact of an increasing number a foundation for sustainable economic
subsidised. career teachers. of families living in poverty, more growth and prosperity.
frequent and complex social and
• Rising pension contributions. • Competing for recruitment with emotional problems presenting
sectors that allow more flexible Central to our responsibility is our
• Inadequate capital funding to and working from home options. to schools. work with partner organisations and
maintain the physical estate. • Further capacity pressures on our obligation to enrich the social,
• Uncertain political landscape with • Lack of transport infrastructure support services and partner cultural, economic, and physical
potential changes to funding, to secure staff outside of organisations to deliver wider well-being of our whole community.
compliance and accountability. immediate locality. health and social care services.
In practice, this means we are ready,
willing, and able to respond to the
Community needs of our community whatever
Ambition
• Difficult to recruit skilled volunteers • Increasing number of children and wherever they may be.
to provide governance particularly presenting with more complex special
from the local communities. In making this commitment we may
needs against a context of reduced be challenged to work in new ways,
• Continuing pressures on public services and specialist places. and, at times, our own capability or
services leading to a reduction in capacity may be tested.
multi-agency engagement. • The impact of poverty on the health
and wellbeing of children.
• Charities and social enterprises unable • An increase in the number of We are nevertheless determined to
to continue prior levels of support. devote ourselves to, and measure
safeguarding issues associated ourselves against, this endeavour.
with alcohol and drug use of
parents and carers.
• Challenging behaviour, particularly Leaders at all
violence against other pupils and levels provide a genuinely
staff presenting increasingly early friendly, warm and nurturing
in school resulting in the risk of environment where pupils, staff
suspension and exclusion.
and families can flourish. Leaders
• Attendance, post pandemic strive for excellence throughout the
parents are more likely to keep
their children away from school curriculum. They provide a holistic
and take term time holidays. education which feeds the
• Political and education policy mind, soul and body.
uncertainty, changes to funding,
compliance and accountability – SIAMs Inspector
measures.

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GALILEO MULTI ACADEMY TRUST | STRATEGIC PLAN 2024–2027