Introductory Presentation Karen Burns Executive Principal Inspire - - PowerPoint PPT Presentation

Introductory Presentation

Karen Burns Executive Principal Inspire and Discovery Academies and Chief Executive Officer David Thompstone – Chief Finance Officer Nicky Wise – Chief Operations Officer Easter 2018 Inspiring Discovering Caring Improving Achieving

Who are we?

Our Core Team comprises: Karen Burns – Chief Executive Officer - an experienced Headteacher (in both Stockport and Tameside and working for Tameside as SPSO) with a proven track record of leadership and school improvement. Executive Principal of Inspire Academy in Ashton and Discovery Academy in Hattersley. Nicky Wise – Chief Operations Officer – experienced Project Manager with a proven track record of delivering education projects – set up the Trust and Inspire and Discovery Academies. Responsible for establishing policies, procedures, ensuring compliance and providing

• perational support. Taking the lead for the conversion, due diligence and integration process

into the Trust. David Thompstone – Chief Finance Officer – finance professional with over 15 years schools finance experience. Responsible for the financial operation of the Trust and our academies, providing our academies with financial support and training for academy budget holders, finance support staff and governors. Inspiring Discovering Caring Improving Achieving

Our Vision:

• Inspiring – Encouraging all to be as creative and motivating as possible;
• Discovering – Seeking opportunities to expand knowledge and experience;
• Caring – Providing support and guidance for the whole school community;
• Improving – Striving to better ourselves at all times; and
• Achieving – Teaching to attain aspirational targets.

Our Values:

• Growth – to strengthen the Trust quickly initially to create a sustainable multi academy trust.
• Cluster of academies based from Tameside – growing to 10+ schools and up to 5,000 pupils.
• School to school support – less than an hours travel between academies.
• ‘Good’ schools first to establish a beacon of excellence and then proposing to support to
• ther schools.

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Strategic Plan

Strategic Aim 1 Leadership and Corporate Governance To ensure high quality leadership and governance at Members, Trust Board, Local Governing Board and Academy level. Strategic Aim 2 Business and Sustainability To establish the Trust, embedding new academies to ensure sustainability. Strategic Aim 3 Outcomes and Effectiveness All Academies enabled and supported to become Good or better. Inspiring Discovering Caring Improving Achieving

Strategic Aim 1 Leadership and Corporate Governance

To ensure high quality leadership and governance at Members, Trust Board, Local Governing Board and Academy level. Key Strategic Areas:

• To develop a Trust Board that has the full range of skills and experience required.
• To develop and embed high quality governance at Local Governing Board level with the right

skills and focus and to develop and empower academy leaders.

• To ensure that the prime focus of Trustees, Governors and leaders is on achieving
• utstanding outcomes for pupils.
• To develop systems and procedures to ensure effective and efficient decision making.

Inspiring Discovering Caring Improving Achieving

Strategic Aim 2 Business and Sustainability

To establish the Trust, embedding new academies to ensure sustainability. Key Strategic Areas

• To strengthen the Trust quickly initially by incorporating new academies that are at least

‘Good’.

• To develop the structure of the Trust to increase capacity to ensure measured and

systematic growth.

• To develop and deliver a strong financial basis for the Trust and each individual academy.
• To ensure that we deliver a value for money provision and services for staff and pupils

across the academies.

• To ensure the continued growth and development of the newly established targeted basic

need academies.

• To improve financial operations/processes across the Trust and our academies, including

making better use of software.

• Place greater emphasis on the three year budget planning cycle and reflecting expected

changes in expenditure and income earlier.

• To continue to develop and grow local relationships and networks initially working out from

Tameside and then into surrounding north western areas. Inspiring Discovering Caring Improving Achieving

Strategic Aim 3 Outcomes and Effectiveness

All Academies enabled and supported to become Good or better. Key Strategic Areas

• To improve standards so that each academic year national averages are hit in terms of

headline data and pupils make good levels of progress relative to their starting points.

• To ensure that we have the capacity to accelerate progress across all groups of pupils

regardless of their starting points.

• To secure high quality teaching and learning across all academies within the Trust.
• To ensure that pupils in specific groups at risk of underachieving are provided with the

appropriate support.

• To ensure leadership is strong and effective in all academies.
• To develop and embed an accurate and robust self-evaluation process.
• To develop school-to-school support.
• To develop a highly skilled, innovative workforce, to retain people of talent and integrity

who support the values and principles of the Trust.

• To develop particular expertise of leadership in key areas such as SEND, Assessment,

Pastoral Support, Mental Health, etc.

• To develop a whole school understanding of assessment data in all academies to ensure all

pupils are tracked and supported to achieve their very best Inspiring Discovering Caring Improving Achieving

Trust structure

Our Members have experience in leadership, educational improvement, finance, business, HR. Our Trustees have experience in leadership, educational improvement, finance, business, HR and data handling. Our LGB’s have representation from the Trust, the Academy Leaders, Staff, parents and the local community. Inspiring Discovering Caring Improving Achieving Subject to due diligence new schools joining the Trust retain their existing constitution.

Members

Members Meetings

Local Governing Board

LGB Committees

Inspire Academy Local Governing Board

LGB Committees

Discovery Academy Local Governing Board

LGB Committees

Poplar Street Primary School Local Governing Board

LGB Committees

Academy 4 Local Governing Board

LGB Committees

Academy 5 Local Governing Board

LGB Committees

Academy 6 Trustees

Trust Board and Committees

Education approach

• Personalised learning through needs driven teaching and intervention.
• Child involvement in target setting and monitoring of progress towards achieving objectives.
• Effective combination of formal/directed teaching and child led discovery learning.
• Creative and engaging curriculum which allows thorough application of basic skills.
• Recognition and support of every child's unique specialisms.
• Highest aspiration for all.
• Joint approach to pupils' success through parent and teacher partnership.

Collaborative approach

• Collaboration between academy staff at all levels.
• Opportunities to strengthen moderation in all phases.
• Sharing of good pedagogical practice.
• Demonstration of successful systems and structures.
• Shared drive/resource for SEN and pastoral support.
• School improvement capacity for Headteachers.

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Services

Conversion:

• Project management of the conversion.
• Conversion plan agreed with the school with milestones working towards the proposed
• pening date.
• Setting up and coordinating the conversion steering group meetings.
• Liaison with the DfE, ESFA and RSC offices.
• Assistance with legal adviser appointment.
• HR / Finance / Estates support and advice.
• TUPE support and co-ordination.
• School improvement support where appropriate.
• Financial and budgeting system training and implementation, co-ordination and support.
• Bank Account and Payroll co-ordination and set up (including pension liaison).
• Insurance co-ordination and support.
• Conversion grant reporting.

On-going support: Services tailored to meet the needs of each academy including general services and specific support from the CEO / COO / CFO. Inspiring Discovering Caring Improving Achieving

Non negotiables?

• The budget planning (HCSS), financial accounting (PS Financials) and payroll (One Education)

systems would need to be adopted.

• The Trust HR policies would need to be adopted.
• Data assessment systems would need to provide comparable information.

Useful to know?

• We are a not for profit charitable Trust.
• Re-launched with the support of the the DfE and RSC.
• Our teaching staff are all employed on STPC.
• Our academies have a high level of autonomy.
• Opportunities across our academies for development.
• School staff/identity/uniforms/Governors remain the same.

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Why us and why now?

• We are a rapidly evolving Trust – opportunity to have a key role in helping to shape the

future development of the Trust.

• Small Trust with people with the right skills and expertise.
• Management fee provides exceptional value for money.
• Strong local knowledge and a strong desire to develop a cluster in the area to provide

support for our new academies.

• Vision is to grow the Trust from within – provide opportunities for existing staff to develop

and lead the academies.

• We are looking for existing Good primary schools to join the Trust.

What next?

• We both decide – if you would like to work with us we would determine if we need to carry
• ut some more early due diligence and you might have more questions or want a follow up

meeting.

• If you decide to take things further you would need to take a resolution to become an

Academy and apply to the DfE to become an Academy and join the Trust. Inspiring Discovering Caring Improving Achieving

Thank you www.victoriousacademies.org Karen Burns kburns@victoriousacademies.org Nicky Wise nwise@victoriousacademies.org David Thompstone dthompstone@victoriousacademies.org info@victoriousacademies.org

Inspiring Discovering Caring Improving Achieving