Parent Information Session. Next steps for Charlton. Monday 12 th June

Transcription

1 Parent Information Session Next steps for Charlton Monday 12 th June

2 The position for Charlton so far.. The May 2015 Ofsted inspection determined Charlton School required special measures, an improvement plan was immediately put in place Additional support has been provided to focus on the quality of teaching and learning, improve learner outcomes and establish effective leadership and governance A year ago we welcomed Mr McNaughton to lead the school and there have been a number of further changes to our staffing Since September 2015 we have sought to stabilise the school, provide clarity on what is happening and maintain a focus on our students Our students, parents and the wider community have seen and supported improvements and change - we are in a new building, we have changed the way we do things and we have welcomed external scrutiny to support our determination that we are now well on our journey toward good Charlton School is required to become an Academy and be sponsored by another school or Multi- Academy Trust (MAT)

3 The position for Charlton so far.. By September 2017 almost all secondary schools in Telford will be academies and the number of primary academies is increasing. This has had an impact on our budget this year Government policy is not to have stand alone academies but to have schools working together in multi-academy trusts, we feel it is right to work with other schools We have worked very closely with local schools, in particular our colleagues at Hadley Learning Community (HLC) that has an outstanding track record on school improvement in HLC, development of Queensway HLC, leadership support here at Charlton and also Mount Gilbert The DfE strongly supported a proposal and has approved that a MAT is established in this part of Telford, where schools are located close together and where school to school support is already in place. The new MAT will be the Learning Community Trust (LCT). Following HLC s application to become an Academy and Sponsor, LCT is now being established. Charlton School and Mount Gilbert have Academy Orders in place to be sponsored by LCT, these changes can take place from 1 st September 2017

4 Learning Community Trust Advancing schools, Inspiring Learners, Transforming Communities

5 VISION FOR OUR TRUST Our vision is to provide an outstanding education for all of our children and young people that prepares them to be successful in all they do

6 Learning Community Trust AIMS To focus, across our schools, on excellence by achieving the best possible educational outcomes for our children and students by engaging and inspiring them, building their resilience and preparing them for work and adult life. To drive a collaborative culture across our schools which drives and supports improvement and develops all of our staff as leading professionals To provide the highest levels of care and support for our children so they can succeed, including those that are the most disadvantaged, vulnerable or with special needs in our community To ensure our schools are at the heart of the community they serve and are truly inclusive organisations with equality for all across our community To engage positively with our families and wider community, building partnerships and programmes that develop opportunities beyond the school sector EXCELLENCE - COLLABORATING CARING - INCLUSIVE ENGAGING

7 TRUST COMMUNITY AND SCHOOLS SCHOOL DETAILS HLC Secondary 11-16, NOR = 900 (1200 with growth) HLC Primary place Nursery NOR = 450 (630 with growth) Charlton Secondary NOR 1100 (1200) Queensway HLC NORTH with autism specialism NOR = 60 QUEENSWAY HLC SOUTH with EBD SPECIALISM (formerly Mt. Gilbert) 9-16 NOR = 54

8 STRUCTURE Members Learning Community Trust Board Local Governance Other schools as Trust grows

9 Learning Community Trust MEMBERS TRUSTEES HEAD TEACHERS Mr Malcolm Boulter Mr Mike Briscoe* Paul Roberts Mr Dennis Jones Mr David James* Maddie Griffin Mr Paul Bishton Mrs Bev Tyley* Nigel Griffiths Mr Mike Briscoe Dr Gill Eatough* Andy McNaughton Mr David James Mrs Christine Davies Professor David Woods Mr David Wootton Mr Nathan Wallis Mr Graham Hutchinson TRUST DIRECTORS LCT Chair Mike Briscoe Director for HR David James Director for Finance Bev Tyler Executive Principal (CEO) Dr Gill Eatough Mr Andrew Harris

10 Core Functions and Governance MEMBERS Paul Bishton, Malcolm Boulter, Mike Briscoe, David James, Dennis Jones TRUSTEES Mike Briscoe, Christine Davies, Gill Eatough, Andrew Harris, Graham Hutchinson, David James, Bev Tyley, Nathan Wallis, David Wootton, David Woods, LOCAL GOVERNING BODIES 2 parents, 1 staff, 5 co-opted (to include chair and 1x Trust appointment) +Head Define and champion the vision, ethos and strategy of the trust Maintain a clear understanding of the performance of the trust and schools Drive the strategy and outcomes for the trust Appoints trustees with the required skills, experience and capacity Removes trustees if required Receives annual accounts Ensure delivery of the vision, ethos and strategic direction across the Trust Hold executive leaders to account for educational performance of trust schools Monitors impact of school improvement strategies and interventions Oversee financial management and performance of the trust and academies ensuring value for money and risk management as well as compliance with statutory requirements Provides accurate information and effective communications of board decisions to relevant parties including LGBs, parents, community. Evaluates and improves governance across the Trust Ensures effective estates and financial management that provides value for money across the Trust Appoints or ratifies key appointments including SLT in schools, chair of LGBs, Develops and maintains high quality of governance through managing effective delegation and development of local governance including skills audit of Governors, CPD for GBs Ensure Local Governors have appropriate skills to challenge the academy, CPD for Governors Comply with appropriate delegation of powers dependent on categorization of school by Trust Board in terms of budget and other key areas of Governance Hold Principal and Leadership Team to account for educational outcomes across the school Appointment and management of school-based staff with Trust Board involved in Principal and SLT appointments Ensure effective Staff appraisal and pay review systems are in place Monitor Quality of Teaching and Learning across the school Ensure compliance with trust policies e.g. safeguarding, health and safety etc. Preparation and monitoring of SEF, RAP, and ensuring Ofsted readiness

11 Transitional leadership Executive Principal of HLC and the LCT Gill Eatough Head of HLC Secondary* Head of HLC Primary Head of QHLC (MG) Head of Charlton Paul Roberts Maddie Griffin Nigel Griffiths Andy McNaughton *also Vice Principal HLC

12 Being an effective trust Ensuring we have strong capability and capacity within our Governance structures and staff appointed to the Trust Retaining a clear model of accountability and delegated governance, holding the CEO and key operational officers to account so the Trust runs efficiently and effectively Maintaining knowledge and expertise on system improvement and outcomes for learners of all ages and settings e.g. Special, EYFS, primary, secondary and applying sound Quality Assurance practices Demonstrating a clear understanding of Trust Budgets and meeting responsibilities for budget controls and accounting procedures across the Trust with sound risk assessment procedures in place Committing to continuous and appropriate self review and training of our Members and Trustees to ensure they fulfil their key functions Ensuring LGBs and schools within the Trust are fit for purpose with essential skill sets of Governors, meet clear schemes of delegation and can focus on the core business of education Lead and develop the Trust so it grows and becomes sustainable, has due diligence processes that are effective and new schools joining the Trust are well supported and challenged Protecting the integrity and future of the trust including regular self review, succession and business planning

13 What are the advantages for Charlton? By being part of the Learning Community Trust from the outset we can have an influence on our own destiny the local authority is unable to support schools as it used to do due to constant and significant budget cuts. It builds on our existing approach to shared working, structures we know, partnerships with other schools and the support we have from and can also provide for other schools - the Trust will be local and Telford based not an external chain Fantastic opportunities for staff it will help retain, train and recruit the best leaders, teachers and support staff Great opportunities for students to work collaboratively with students from other schools, broaden curriculum provision, joint projects, competitions etc. School budgets are under immense pressure this change creates economies of scale, buying power, shared services, access to other funding streams

14 Charlton will.. Continue to be Charlton School, striving to progress and improve Retain its distinctive ethos and character that that we are proud of, and have worked so hard to re-establish during the recent, challenging times Ensure for the children, students and all our staff it will be business as usual Have high levels of autonomy and retain its Governing Body it will be supported by the Trust to continue to develop and improve

15 Frequently asked questions 1) Will the name of our school change? Absolutely not! 2) Will the uniform change? No with your support we made some changes to the uniform last year 3) Will our teachers and support staff change or work in other schools? No Charlton staff will work at Charlton, but over time staff may work across schools this will certainly happen for the new QHLC. 4) Will the school day change? No but it may do over time but there would be full consultation with parents. 5) Will there be any change to admissions? No we have to follow the same process for the allocation of school places. 6) Will the curriculum change? There are more freedoms as an academy to explore this.

16 Timescales For the Trust 30 th March 2017 Trust approved by RSC/HTB. HLC and Trust approved as sponsors, academy orders issued. Governance Group established. Board in place. April/May Lawyers and accountants appointed. HLC PFI conversion underway with the LA/SPV and funders. Land issues at Charlton and Mount Gilbert clarified. Due Diligence commenced on Mount Gilbert. Staffing review/budget setting for schools. June Formal consultation with staff and community (parents). Trust becomes a legally entity. Operational decisions managed by Governance Group. July Agreements finalised and Board and LGBs minute formal approval. Lawyers complete conversion securing DfE (and EFA) approval. 1 st September LCT established and operating. HLC and Charlton schools convert to academies and join the Trust. October Mount Gilbert conversion completed

17 Learning Community Trust Advancing schools, Inspiring Learners, Transforming Communities