Multi-Academy Trust and Teaching School Alliance. A local solution within a National context

Transcription

1 Multi-Academy Trust and Teaching School Alliance A local solution within a National context

2 Back ground information

3 Educational landscape Since 2010 the landscape has been revolutionised 4862 Academies 2626 Primary Schools 1950 Secondary Schools 148 Special Schools 38 Alternate Provisions

4 Information gathering in the past six months Academy Show - Birmingham Meeting with Regional Commissioner s Office Meeting with the Diocesan Education Office Meeting with Local Authority Officers (Norfolk and Suffolk) Attended briefing day of FASNA (Freedom & Autonomy for Schools National Association) Attended a legal workshop given by Steeles Law

5 Academies are not all the same: Sponsored Converter Stand-alone Multi-Academy Single phase Mixed phase

6 Strategic direction 2015 onwards Academisation for all (Cameron August 2015) School to School support and collaborationessential not merely desirable Local academies Emerging concerns about the national chains School Improvement away from Local Authority to Regional Commissioners An outstanding HT/Principal for every school via a MAT with a central office Fair funding no more money in fact less!

7 Background to the Academy agenda As funding for Local Authorities declines, new and exciting opportunities have arisen. One of these is the development of government policy towards academies and trusts. This is a genuine opportunity for schools to experience greater autonomy to decide how they will approach the vision of their schools as well as tailor a curriculum that is best suited to their particular establishment.

8 Going forward what is needed Understanding the developing landscape: Role of the Regional Commissioners New OFSTED Framework and inspection of MATs DfE Policy developments - Coasting schools - Small unviable schools

9 The future All schools will be academised within this parliament (clear government aim) 100s, if not 1000s of small schools needing to collaborate to remain viable Increasing pressure on the public purse Increasing pressure to improve performance Increasing pressure to do more with less

10 The Biggest Challenge Accepting that the future may not be what we want it to be Having the confidence to do something before it is done to us take control do or be done to Accepting that we need not be victims

11 Where we are now? Or are we... excited, motivated and ambitious?

12 Teaching School Alliance Family of Schools lead Sir Robert Hitchman Primary Brooke Hall Primary Diocesan Board of Education SNITT investment over four years

13 WVPS / FoS Hub Strongly bound federation Two sites 140 pupils Two OFSTED graded good schools Strong record of school improvement Strong record of school to school support Family of Schools Hub leader The MEWS

14 The MEWS Family of Schools Thorndon, Church School (VC) Mendham, Community School Eye, Church School (VA) Wilby, Church School (VC) Hoxne, Community School Bedfield, Church School (VC)

15 Position of the Diocese Diocese has its own Multi-Academy Trust Own MAT brochure states Church schools seeking academy status will normally join the Diocesan MAT Meeting with the representatives of the Diocesan Board for Education like to seek local solutions for local problems BUT...

16 Would veto a move for The MEWS Family of Schools to become a MAT Potentially puts at risk the excellent work to date Is against the wishes of the Heads group Is short sighted and NOT focused on the best interests of the pupils or wider school community

17 The MEWS achievements Heads development/support group Effective school-to-school support Curriculum development groups, i.e EYFS, Languages, Science, Numeracy etc Shared SENDCo / LSC leader Continued Professional Development programme Monitoring & moderation cycle OFSTED support Joint events STEM Fayre Sharing/pooling of expertise and resources

18 Where do we go from here?

19 We can either... Ignore, wait, pretend we are okay Strike out, move forward, taking control

20 Possible (preferred)? Solution Consortium Why Consortium Academy? As a school we are proud of our record of School to school support. Consortium is Latin meaning in partnership Academy We would seek a MAT built on the principles of: Partnership Mutual respect Collaboration The emblem is the traditional flag of East Anglia (Norfolk and Suffolk) therefore representing our geographical place

21 Existing school names, uniforms and identity will remain unaffected. Change will be removing references to Suffolk County Council and replacing with Consortium Academy

22 Magic numbers 250+ pupils 3-4 schools initially Double in size after 2 to 3 years

23 Overall process can typically take between 3 and 4 months 1. Schools Register interest using the on-line form. 2. A named contact in Department for Education (DfE) contacts the school and supports them through the conversion process. 3. School governing body starts the consultation required by legislation with interested parties (can start later but must be completed before Funding Agreement). Application to convert/ preapproval checks Achieve Funding Agreement Becoming an Academy: conversion process 1. School governing body and Foundation (where relevant) pass a resolution in favour of academy conversion. 2. School submits application to convert form to DfE. 3. Schools develop plans to support another school to raise standards and discuss with named DfE contact. 4. Local Authority/ governing body start the TUPE process. 5. Secretary of State approves school proposal and issues Academy Order. Pre-opening - Opening 1. School submits grant claim to DfE and receives 25,000 grant to cover costs associated with the conversion process. 2. School finalises governance documents based on DfE model documents provided. 3. School registers the Academy Trust with Companies House. 4. School agrees leasing arrangements for the school land and buildings. 5. Local Authority/governing body complete the TUPE process. 6. School completes required consultation with interested parties. 7. School submits the Funding Agreement to the Secretary of State for approval. 1. YPLA provide school with indicative funding letter. 2. DfE sign and seal Academy funding agreement. 3. School undertakes CRB checks as necessary. 4.School puts new financial systems and contracts in place. 5. School completes academy registrations e.g. with exam bodies. 6. School opens officially as an Academy

24 Timeline for consultation 19/10/15: FGB of Waveney Valley agree strategy 20/10/15: Staff briefings/opening of staff consultation 02/11/15: Opening of community/parental consultation 20/11/15: Staff and community consultation close 26/11/15: Academy conversion open evening (Heads and Chairs) to seek partners.

25 Academy conversion completion date 31 st August 2016 New MAT opens on 1 st September 2016

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27 Costs and payments to the MAT per converting school Additional 5000 Small Schools grant, less than 100 pupils In past * golden handshake for a Primary Multi-Academy Trust (* this funding not currently available timing)

28 Key features of Academy status Things that remain the same: still part of the community; the head still needs to work in partnership with governing body on strategic matters; still subject to the law on employment, equality, admissions, special educational needs; required to follow the same rules over pupil exclusion; operate a complaints policy in the same way as any maintained school; still subject to OFSTED inspection; still subject to requirements for Safeguarding Children, Freedom of Information

29 Key changes Freedom from the LA. Academies accountable to Secretary of State.

30 Key changes Ability to set own admissions. Governing body does not have to consult LA when considering an exclusion. Ability to change length of terms and school days.

31 Key changes MAT becomes - employer of staff. Ability to set own pay and conditions.

32 Key changes Governing body has total responsibility for the premises. Governing Body has total responsibility for Health and Safety.

33 Key changes Governing Body subject to the Trust Board which will: Register land Appoint (some) governors Have a broad strategic oversight Academy Trust is a charitable company subject to company law Academy Trust needs to purchase own indemnity insurance

34 Key changes Composition of governing body may be different as outlined in the Articles of Association Academies are expected to support other schools

35 What could it look like Proposed structure for the Consortium Multi-Academy Trust

36 Members (DfE recommends 5) Volunteer role Liability 10 guarantee Custodians of the Company constitution External challenge and support No employees Appoint a specific percentage of Trustees Role is to set the vision and ethos of the academy Sign the funding agreement with the EFS Meet annually (AGM) or as Trustee appointment requires

37 Trustees (max 12) (DfE recommends 7) also known as Board of Directors Volunteer role No personal liability under most circumstances Meet termly or half termly as required Responsible for Policy Development and Strategic Direction and Principal/CEO Performance Management Constitution decided by Members (Term of office 4 years) - two trustees appointed by the Members - four trustees appointed by LGBs - Principal/CEO Finance Committee Company Secretary Appoints Responsible Office (Auditor)

38 Teaching & Learning Panel Principal/CEO acts as Chair Heads of Individual Schools External advisors invited as necessary Academy Learning Support Services (SENDCo) reports to CEO via T&L Panel.

39 The Business Structure Principal/CEO (Also appointed as Accounting Officer) Business Manager Operations Manager Admin Finance HR H&S Facilities ICT CEO responsible for the overall academy management CEO chairs and is responsible for the T&L Panel CEO works with Heads of Individual Schools re SEF/SiDP/Budgets CEO performance manages Heads, Business Manager and Operations Manager Line Management/Performance Management cascades throughout the structure

40 Scheme of Delegation Outlines the level of delegation at Local Governing Body level and Individual School level In terms of: - Teaching and Learning - Finance - Appointments - Performance Management

41 Scheme of Delegation Can be phased depending on: - OFSTED judgement - Attainment and Progress - LA or MAT RAG rating - Financial performance Top slice to range between 5 and 15% of the school budget (reviewed annually).

42 Articles of Association Specify the purpose of the Academy Key objectives

43 Trading Company May be required if income generated from activities not directly related to the Articles of Association. i.e. Catering arm.

44 Local Governing Body Largely unaffected Volunteer role Community and skills based governors Term of office 4 years Receive support, advice and direction from the Trust as opposed to the Local Authority Parent representation at this level (as now) Staff representation at this level (as now)

45 Individual School Site Head Largely unaffected Transferring school will retain existing leadership arrangements Reviewed at existing leaders departure Roles and responsibilities broadly similar to existing arrangements Teaching staff Classroom support staff Ancillary support staff

46 Executive Headteacher Act as interim CEO/Principle Gradual transition Maintains strategic role at WVPS

47 Question Time