Management Committee Impact Statement 2015 / 2016 The Management Committee of the Link School is strong committed to the principles of continuous school improvement. The committee has 3 core strategic functions: 1. Ensuring clarity of vision, ethos and strategic direction; 2. Providing robust challenge to the Headteacher in relation to all aspects of the work of the school and specifically the educational performance of learners, the behaviour and safety of learners and the performance of all staff. 3. Overseeing the financial management of the school and making sure that money is well spent. 1. Ensuring clarity of vision, ethos and strategic direction; Securing clarity around the medium and long term strategic direction of the Link School. A clear direction has been identified and the Management Committee, Headteacher and Senior Leaders are all working towards successful conversion to academy status. Develop the role of the Management Committee and strengthen accountability by ensuring that appropriate challenge and support are Working with the Headteacher and other senior leaders developed a vision for the future of the Link School e.g. diversify and increase capacity, creating a long term key stage 2 and 3 school. Setting priorities within the school development plan. Decision taken to become a MAT strategic dev day involving all partner schools. Recruited 2 experienced members including ex-head of Special School. 1 Member completed the NCTL Governor Leadership The enhanced Management Committee has become an effective body providing an increase in both challenge and support to leaders. This is evidenced through the minutes of the Management Committee and Develop a coherent action plan to ensure the smooth conversion from school to MAT and to minimise disruption to school life. Carry out skills audit Identify skills gaps as school moves towards becoming a MAT recruit and train further 1
provided. To further realise the school vision in becoming a beacon of excellence in Alternative Provision. Development programme. Committee reconstituted. Finance and Personnel committees established. Chair elected Headteacher of a successful MAT. An effective clerk was sourced. Challenge governors identified in the Summer term to take responsibility for key areas of accountability. Decision taken to increase the number of Management Committee meetings and also change the timings to ensure maximum participation. Decision taken on the strategic direction of the school; to become a 3 school MAT (Key 2/3 PRU; Key 4 PRU Key 1 PRU). Staffing restructure undertaken and implemented extending the skills base (family key worker, safeguarding officer etc.) and strengthening the senior leadership team, as well as the recruitment of high quality teaching staff. Formalisation of the arrangements for transfer of the Behaviour Support Service from Local Authority to the Link School Development and implementation of the Link School Psychology service. Development of the additional de- the Challenge meetings documentation. The reputation of the school as a provider of excellent alternative provision and training is well established and evidenced through feedback from learners, their families, schools/academies and other stakeholders. Both schools have waiting lists, courses are oversubscribed and evaluations are consistently highly positive. Number of external awards achieved e.g. Inclusion Centre of Excellence, Pupil Premium national winner, Platinum Anti-bullying Award. The Behaviour Support Service is now an embedded part of the Link School with an annual turnover of 220k Eight schools have purchased EP time form members informed by the skills audit. Ensure school activities are focussed on achieving an outstanding judgement from OFSTED. 2
escalation training to other schools/academies. Continued delivery of Team Teach. HLTA course being delivered in Redcar and Cleveland and Hartlepool. Worked with Creative Streak to produce website/promotional materials to inform parents/carers, schools/academies of the Link School Offer. The Link School Forty one schools have purchased TEAM TEACH training this academic year Two HLTA courses delivered to date this academic year 2 Providing robust challenge to the Headteacher in relation to all aspects of the work of the school and specifically the educational performance of learners, the behaviour and safety of learners and the performance of all staff. Adoption of new policies and reassessment of existing policies to comply with legislative and procedural changes. The school fully meets its statutory responsibilities. Review, refine and improve the quality of the schools reporting mechanisms to the Management Committee so that members have an accurate view of the schools performance. Over 30 policies and procedures have been reviewed and approved over the academic year including areas affecting behaviour, safety and welfare, teaching and learning, staff development, the emergency plan, the schools financial values statement, British Values etc. Further work undertaken to develop the quality of the Headteacher s report to ensure members are fully appraised of developments within school. Quality of the data analysis reports improved at SLT level being shared within the full committee meetings Management committee members have a greater understanding of the work that the school is doing as evidenced by the Management Committee minutes. Management Committee members are well informed and enabled to provide robust challenge across all aspects of the schools performance. Continue the systematic review and monitoring of policies and procedures. Implement new policies as and when required. Continue to monitor the impact of the new reporting mechanisms. 3
Ensure that robust and effective performance management systems are in place. Members of staff now attend the Management meetings on a planned basis reporting on their areas of responsibility or against a School Development Priority. Communication via group email ensures that achievements are recognised and widely celebrated not just by Management Committee. Increased visits to the school from Management Committee members who participate in learning walks. PM reviews completed to schedule The committee adopted a new Teachers Pay Policy and Appraisal Policy. The committee had support from the Local Authority Senior School Improvement Officer in the PM of the Headteacher The committee approved the pay progression recommendations for teachers not all teachers progressed. There has been an improvement in the distributed leadership of the school because of the direct access between staff and the management committee. The performance management systems ensure that statutory responsibilities with regards to teachers pay and conditions are met according to timeframe. The performance management of all staff contribute significantly to improving overall school performance as evidenced by the SDP priorities and the SEF. Members of the Management Committee to increase involvement in the performance management of the Headteacher. 3 Overseeing the financial management of the school and making sure that money is well spent. Ensure the effective Establishment of a separate The school budget is balanced and is Further develop the role deployment of financial resources to maximise learner outcomes. finance committee providing greater challenge to the Headteacher and School running effectively and efficiently. of the finance committee so there is greater involvement at 4
Maximise alternative funding streams to further increase financial capacity for the benefit of the school. Business Manager. Review of the SFVS. Approval of the budget. Approval of performance management progression of teaching staff. Approval of major purchases e.g. 2 new vehicles. Request to the LA to increase funding via the top up rate. Developed Educational Psychology Service Incorporation of the Behaviour Support Service Further developed the training offer e.g. Teach Teach,HLTA. Successful grant applications. Additional income generated through HLTA training, behaviour support service, education psychology, bid writing, training courses etc. amounts to approximately 250k. to be reinvested into further improving the overall offer made by The Link School to secure positive outcomes for all learners. key points of the budgetary cycle. 5