Welcome Harbourside Learning Partnership

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1 Welcome Harbourside Learning Partnership Community Information and Consultation Meetings April 2016

2 Headteacher Project Steering Interim Board

3 National Local School What s the picture like today? Direction of travel All schools to be academies by 2020 outcomes for pupils at KS2 remain some of the lowest in the country Ofsted July 2015 Seize the opportunity and create a collaborative Trust with local schools

4 What could we create? Could we create a Trust where we shared the best practice from each school but kept our individual identities and cultures? Could we benefit from economies of scale in the procurement of services but still manage our own budget? Could we craft a Trust that held our values true but helped us to enhance what we do?

5 Developing Harbourside Learning Partnership Engage with Diocese Formal request to Diocese Conditional approval School / cluster develop an awareness of changing education landscape and partnership options Schools undertake S-W-O-T GB validates S-W-O-T & agrees to formally explore Find / Broker potential partners Confirm a shared Vison Potential partners meeting to share and shape MOU Finalise MOU and agree with GBs Formal GB resolution to proceed with Partner development Formalise Project Steering & Interim Board Register EoI with DfE Spring 14 Autumn 14 Spring 15 June 15 October 15

6 Underlying principles of the Partnership We will foster a learning community in which children and adults together are committed and inspired by learning and are enthusiastic about lifelong learning We recognise and embrace our interdependence with one another and are committed to ensuring that relationships throughout the partnership are characterised by respect, generosity, openness and trust We celebrate each school s unique and individual characteristics retaining individual identities, uniforms, ethos and, where relevant, Christian distinctiveness. All schools will work together for the benefit of the children and their families in a spirit of service to the community.

7 Opportunities and benefits Children and Young People An all through learning journey strengthen transition between phases and across schools Access to wider peer groups Access to greater learning resources Improvements in teaching and learning opportunities across all schools for all children Strengthen their links to the wider world. Staff Ability to achieve more ambitious and better outcomes for all our pupils Greater opportunities for staff development to shape the future Access to greater learning resources Sharing best practice, subject leadership and distributed leadership Opportunities to work in other HLP schools Opportunities to develop specialist provision and be education leaders for our unique community.

8 Opportunities and benefits Leadership, Governance and Community Shared and collaborative local governance at the Trust and school level Continuing to work in a collaborative way with our children and young people Being a part of the local community Sharing our expertise and training (governors and staff) Buildings and Facilities Developing and improving our buildings and facilities Access to better funding approaches for capital developments Exploiting opportunities in the way we use our buildings and facilities Growing in a collective and collaborative way that benefits all children. Policies to improve standards and make best use of the skills of our leaders Buying power to save money and release more funds for Teaching & Learning.

9 Creating a Trust of our own Harbourside Learning Partnership

10 Core partnership purpose and goals To strengthen our learning community in Poole by creating a sustainable educational partnership School improvement is at the heart of the partnership to ensure that the whole child in every school is given the best opportunity to succeed To share good practice and innovation, in order to establish consistent educational excellence.

11 Educational ethos of our proposed Trust We are determined to give every child educated within the Harbourside Learning Partnership the best possible start in life by: Enabling children to be successful, confident and aspirational learners Securing the highest possible levels of achievement for all children Providing our children with a variety of rich moral and spiritual experiences. Through this we want to create adults of integrity with a deep desire to contribute positively to their community and their world.

12 School Improvement Strategy Collaborative working has already strengthened the relationship between the six schools. MAT School Improvement Board formed Draft 3 Year plan: vision, aims and principles principles of school improvement and accountability school improvement roles, responsibility and intervention model Identified short and longer term priorities from each school s development plans and data for the action plan Each school shared data from last year (EYFS, Y1 Phonics screening, KS1 & KS2) Outcomes from data identified joint strengths and weaknesses Reviewed, shared and collated all school targets for end of year Early Years Foundation Stage leaders already set up network, meet half termly, share data. Assessment and writing leads have met regularly to moderate work and achieve greater understanding. Collaborative working in Oakdale to assist their work with current Year 6 pupils.

13 How will the Trust be governed? Governor Project Interim Steering Board

14 HLP Governance Roles Governance Level Members (4) Trustees (11) Cannot be a trustee & on a LGB Responsibilities/Authority To appoint Members, some trustees and external Auditors To approve the financial statements and annual report To change the Articles To set the strategic direction To create robust accountability To ensure the best use of financial resources To challenge and monitor performance To hold the CEO to account To ensure compliance with charity and company law To ensure operation in accordance with Funding Agreement To act as a link trustee for one school (not the school they came from)

15 A MAT of Church and Community schools Governance Members Board Diocese of Salisbury (corporate foundation Member) Chair of Trustees 2 x Other Board of Directors / Trustees 10 Non-Exec Directors, appointed for relevant skills, 3 of whom are Foundation (approved or appointed by the Diocese) CEO School local governing bodies - maintain existing Church or Community model HT 1 x staff 2 x elected parents 5-9 skills based appointments, 25% of whom are Foundation in a former VC School. Skills / Capabilities Analytical & Strategic Finance Significant educational experience Large business expertise Finance/Legal/HR skills Business expertise Educational experience Understanding of church school ethos Educational experience Finance Data analysis Big picture thinking Ability to challenge HR Daytime availability Ambitious Creative/artistic Strategic thinking Communication

16 Named Trustees and Members Trustees Fiona Bannister (Foundation) Martin Baynham-Knight Rev. Michael Camp (Foundation), PSIB Dr Anu Dhir Chris Downing Bob Flint Paul Howieson, Interim CEO, PSIB Emma Jackson (Foundation), PSIB Vicky McBride Amanda Procter, PSIB Members Jane Forster

17 How will the Trust be staffed?

18 By our wonderful staff and Interim CEO: Mr Paul Howieson Substantive appointment of CEO to be nationally advertised autumn/winter 2016/17. Interim Partnership Business Manager from April 2016, Substantive appointment to be nationally advertised for autumn/winter 2016/17. From launch: Partnership Business Manager.

19 Existing staff Will be employed by Harbourside Learning Partnership instead of the Borough of Poole They will move to the new employer through a legal process called TUPE (Transfer of Undertakings Protection of Employment regulations) All Staff are entitled to transfer to the new employer on the same Terms and Conditions of Employment We hope the new arrangements will open up new possibilities for their career development

20 Other questions answered

21 Other questions answered How will conversion be financed? 25K allocated by Department for Education for each school. Also Primary Chain Development Grant of 90K applied for. In total, 240,000. Will we continue to work with other schools? Yes, we want to continue to work with other schools in Poole and elsewhere. Will we continue to have our own school uniform? Yes, the uniform will remain unchanged with the exception of Church school logos that include VC (Voluntary ) which will be phased out over time. What will change from day one? The new governance structure and HLP leadership structure will be in place. HLP will be the employer. Will this affect the Admissions policy of each school? There are no plans to change the current admissions arrangements.

22 Timeline Formal communication and consultation window (March 16 th to Apr 29 th ) Refine Governance & Operations models delegations / policies and processes / systems (April to June) Implement school improvement plans (Started and ongoing) Plan Staff TUPE transfer requirements and hold formal consultations (April to June) Legal Trust development and conversion work (from now to conversion) Action land transfer and leases (May to conversion) Plan and action financial changes and contract novations (now to conversion) Key Governing Body and Trust Board decision meetings (anticipate early June) Secure Funding agreements (June) Conversion date and complete TUPE transfers (1 st July 2016).

23 Questions and feedback If you think of some later, please

24 Thank you