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Brook Lodge organisational context

Organisational context

Brook Lodge is situated on the outskirts of a large northern town in an area popular with young professionals and blue-collar workers. The birth rate in the immediate area is static, although it is increasing in surrounding wards and aspirational families are increasingly willing to travel to access high-performing provision. There are three neighbouring schools and providers whose catchment areas overlap with Brook Lodge; two of these were graded outstanding in their most recent Ofsted inspections.

Brook Lodge has expanded significantly over recent years and now operates across primary, secondary and sixthform provision, alongside specialist inclusion and partnership support services. The organisation has developed a strong local reputation for inclusive practice and relational support, particularly for pupils requiring additional pastoral, behavioural or SEND provision. Whilst this approach is viewed positively by families and the local authority, it has also created increasing operational, staffing and financial complexity.

Current organisational profile

Provision

Approximate numbers

Primary provision (EYFS–Year 6): 420 pupils

Secondary provision (Years 7–11): 610 students

Sixth-form provision: 95 students

Specialist inclusion provision: Capacity for 32 pupils

Total organisational NOR: Approximately 1,157

Buildings and site

Brook Lodge operates across a large multi-phase site centred around a solidly built red brick main building constructed in the mid-1930s. The governance board recently commissioned a full site survey from an external firm of building surveyors. Whilst the report confirmed that the building remains structurally sound overall, a number of concerns were highlighted.

The surveyors identified that the decision to discontinue the annual planned repainting programme five years ago is now beginning to create operational and maintenance risks. Paintwork is deteriorating in several areas and there is an increasing risk that window frames may begin to rot unless remedial action is taken. Senior leaders have also raised concerns regarding the suitability of parts of the current site for expanding specialist and inclusion provision. The surveyors recommended that £5,000 is allocated this summer for immediate repainting works, alongside the introduction of an ongoing rolling maintenance programme costing approximately £3,000 annually.

The report also highlighted that the current boiler system is over 20 years old and has an estimated remaining lifespan of approximately five years. Replacement costs are estimated at £25,000. The local authority is currently encouraging organisations to transition towards bio-mass fuel systems to reduce long-term energy costs and improve long-term environmental and financial sustainability. A funding support scheme has been introduced to support organisations wishing to convert to the new technology.

Under the scheme, Brook Lodge would be required to make an initial contribution of £5,000 and commit energy savings to the local authority for the first five years. Following this period, all projected savings would be retained by Brook Lodge, with estimated annual energy savings of approximately £7,000 thereafter. The scheme is due to close at the end of the current financial year. Surveyors recommended that the organisation gives serious consideration to participating in the scheme.

Workforce structure – proposed

Leadership

Senior leadership

Role

Executive headteacher

Head of primary provision

Head of secondary and sixth-form provision

Deputy headteacher – curriculum and standards

Deputy headteacher – behaviour, safeguarding and culture

Assistant headteacher – teaching and learning

Assistant headteacher – inclusion and SEND

range / notes

School business manager NJC scale

Middle leadership

Role

EYFS leader / Reception teacher

Key stage 1 leader / Year 2 teacher

Key stage 2 leader

English subject leader

Mathematics subject leader

Science subject leader

Humanities subject leader

Technology and digital learning lead

Sixth-form lead

SENCO

Attendance and wellbeing lead

Salary range / notes

UPS3 + TLR

MPS/UPS + TLR

Classes and curriculum provision

Provision

Reception

Year 1

Year

Year 2

Key

Provision

Subject area Staffing

English 2 teachers

Mathematics 2 teachers

Science 2 teachers

Humanities 1 teacher

Technology 1 teacher

Arts 1 teacher

PE 1 teacher

Sixth-form provision

Area

Staffing

A-level teaching team 5 staff across mixed subject specialisms

Careers and progression adviser 0.6 FTE

Sixth-form pastoral tutor 1 FTE

Teaching assistants and support staff: Brook Lodge currently employs 34 teaching assistants and learning support staff across a mixture of full-time and part-time contracts. This equates to approximately 24 full-time equivalent staff.

The organisation also employs attendance officers, safeguarding staff, administrative support staff, ICT technicians, estates and site staff and catering staff across primary, secondary, sixth-form and specialist inclusion provision.

Strategic organisational priorities

The following areas have been identified by senior leaders and the governance board as strategic priorities over the coming years.

Strategic organisational priority

Further develop workforce deployment and operational consistency across primary, secondary and specialist provision

Develop staff skills, leadership capacity and workforce wellbeing across all phases and settings

Maintain effective inclusion and specialist provision whilst ensuring long-term financial sustainability

Further strengthen outcomes and progression for disadvantaged pupils across all phases

Review curriculum breadth and sixth-form viability to ensure sustainable staffing and curriculum delivery

Further develop and integrate technology and digital infrastructure across the organisation

Improve estates sustainability and long-term infrastructure planning

Further develop partnerships with local organisations, providers and external agencies

Driver

Governance board / SLT

SLT / External review

Proposed costs / implications

Potential restructuring and staffing implications

Additional £6,000 CPD allocation not currently included within forecast

Governance board / Local authority Increased staffing and intervention costs projected

SLT / Governance board Additional intervention staffing may be required

SLT / Governance board Potential curriculum and staffing review required

SLT / External review £10,000 technology allocation included within forecast

Governance board / Estates review Ongoing maintenance and capital investment required

SLT

Potential operational and staffing implications