ALL ACADEMIES ARE SUPPORTED BY THE School Improvement, Data and Systems, Marketing and Communications, and IT and Infrastructure teams.
PEOPLE AND CULTURE: Ellie Skipsey
WEARSIDE BUSINESS PARTNERS
FINANCE: Alicia Ross
ESTATES: Gail Kelly
PEOPLE AND CULTURE: Ellie Skipsey
INTRODUCTION
In today’s ever-evolving educational landscape, collaboration and a shared vision are crucial. This document outlines the partnerships within LST, emphasising the synergy between our Central Team and Academies under the unifying banner: We are LST!
The Central Team at LST is committed to supporting our Academies on the Roadmap to Extraordinary. Our ambitious mission to transform lives through exceptional education is fueled by this collaboration. By pooling our strengths, resources, and expertise, we ensure that every student has the opportunity to thrive.
This document is designed to articulate our shared goals and clarify the roles, responsibilities, and collaborative processes that guide our journey. Grounded in mutual respect, transparency, and a commitment to educational excellence, it showcases how each Academy benefits from the implementation of best practices and the collective wisdom of the LST community.
As we advance, this document will serve as a cornerstone of our continuous improvement efforts, driving extraordinary educational experiences. Together, we are stronger and capable of achieving the extraordinary. We are LST!
IS RESPONSIBLE FOR OUTCOMES, CURRICULUM, ENRICHMENT, DESTINATIONS, AND LEADERSHIP
GABRIELLE.REDDINGTON@ LAIDLAWSCHOOLSTRUST.CO.UK
07966 215 094
KEELEY WOOD
DIRECTOR OF PRIMARY SCHOOL IMPROVEMENT
IS RESPONSIBLE FOR OUTCOMES, CURRICULUM, ENRICHMENT, EARLY YEARS, LEADERSHIP
KEELEY.WOOD@ LAIDLAWSCHOOLSTRUST.CO.UK
07959 582 0524
MARK FOSTER
EXECUTIVE SCHOOL IMPROVEMENT LEAD
IS RESPONSIBLE FOR BEHAVIOUR, SAFEGUARDING, WELFARE, CLIMATE, PASTORAL
MARK.FOSTER@ LAIDLAWSCHOOLSTRUST.CO.UK
CRAIG HUTTON
EXECUTIVE SCHOOL IMPROVEMENT LEAD
IS RESPONSIBLE FOR BEHAVIOUR, SAFEGUARDING, WELFARE, CLIMATE, PASTORAL
CRAIG.HUTTON@ LAIDLAWSCHOOLSTRUST.CO.UK
PAUL TULLOCK
EXECUTIVE LEAD OF EDTECH AND INNOVATION
IS RESPONSIBLE FOR DRIVING DIGITAL INNOVATION, LEVERAGE AI TO IMPROVE STUDENT OUTCOMES
PAUL.TULLOCK@ LAIDLAWSCHOOLSTRUST.CO.UK
TALLYIA CHARALAMBOUS
EXECUTIVE LEAD OF ENGLISH
IS RESPONSIBLE FOR QUALITY SUBJECT PROVISION, CURRICULUM TEACHING, ASSESSMENT
TALLYIA.CHARALAMBOUS@ LAIDLAWSCHOOLSTRUST.CO.UK
CRAIG MARSH
EXECUTIVE LEAD OF MATHS
IS RESPONSIBLE FOR QUALITY SUBJECT PROVISION, CURRICULUM TEACHING, ASSESSMENT
CRAIG.MARSH@ LAIDLAWSCHOOLSTRUST.CO.UK
SARAH KIDD
EXECUTIVE LEAD OF SCIENCE
IS RESPONSIBLE FOR QUALITY SUBJECT PROVISION, CURRICULUM TEACHING, ASSESSMENT
SARAH.KIDD@ LAIDLAWSCHOOLSTRUST.CO.UK
ALICE CRAWFORD
EDUCATIONAL PSYCHOLOGIST IS RESPONSIBLE FOR DELIVERING A COMPREHENSIVE EDUCATIONAL & PSYCHOLOGICAL SERVICE
ALICE.CRAWFORD@ LAIDLAWSCHOOLSTRUST.CO.UK
REBECCA HARDY
CROSS TRUST LEAD SENDCO
IS RESPONSIBLE FOR IMPROVING QUALITY PROVISION & PRACTICE IN SEND
REBECCA.HARDY@ LAIDLAWSCHOOLSTRUST.CO.UK
UNIVERSAL OFFER
Safeguarding:
• Trust SCR and SG linked policies for local adaptation.
• Annual SCR check by serving OI
• Annual centralised DSL training.
• Half termly new staff safeguarding training provided for all new staff joining the organisation after the start of the new academic year.
• Termly DSL networking meetings.
• Termly Principal’s Safeguarding update.
• Termly governor training and safeguarding updates.
• Termly support completing internal audit and collating school safeguarding action plan.
• Termly AP and PTTT review and Trust process alignment support.
Behaviour:
• Annual behaviour self audit (Benchmarking activity) and action plan support and implementation for the academic year.
• Centralised guidance to support the roll out of Skills Builder to complement the Behaviour and PD curriculums.
• Template resources for Key themed events throughout the year
• QA of PEX processes Personal Development:
• Advice and support Skills builder and character education.
• External QA and support around identified areas eg Careers, Health and wellbeing.
Ped Tech:
• Support/ Advice linked to Trust Pedtech Priority and individual Academy needs
• SEND
• Support for SENCOs via LEad SENCO and LST EP
• Transition support
• Inclusion strategy support
• Network meetings and training offer.
• Access arrangements support
• Assessment Consultation Training
• Specialist support around new intervention packages
Attendance:
• Review of attendance
• Daily and weekly tracking of attendance and comparisons with trust and national
Nursery/EY/Sixth Form:
• EY NW and Professional Community
• Nursery Offer support
• Sixth form bespoke
Alternative Provision:
• Trust policy and support advice
• Rolling QA processes (To report to Standards)
Cross-Trust alignment support:
• Assessment Calendar (Key Yr Groups)
• School Year Timings
• Phonics
• Key curriculum areas
• GCSE specifications
• KS4 Assessment QA & Moderation support
• Annual Curriculum Model Design Review
• Timetable and linked processes advice & support
• Be Ready through to Performance Ready Y11 Model Adoption
Data and Standards:
• Assessment planning support
• Core Knowledge Assessment Support
• Y10/11 Projection Support
• Assessment Lead Networking
• Primary: Support with collating, analysis and predictions in key reporting year groups.
• ARR policy & adoption support & advice
• Subject Leader Accountability & Standards support
Principal’s Support:
• Annual Benchmarking support
• Wellbeing Support
• HTPM
• Principal Networking
• Access to supervision/ mentoring/ coaching
• Bespoke professional learning Eg Insights
DoI Support:
• Ofsted Prep Support.
• Inspection
• Recruitment support
SIT/ S2S/ External Partner:
• SIT: Support for subject development, assessment and curriculum
• Cycle of review and advisory visits in consultation with Principals
• External QA from sector experts
Professional Learning:
• Leadership Training Packages: to include HR / Budget/ Data analysis/ QA / Leading SG / Leading Behaviour / AP / SEND/ Subject courses
• ECT at LST programme
• ITE @LST shared programme
• Leadership Networks¬¬
YOUR SCHOOL IMPROVEMENT TEAM
Autumn term 1:
• Academy Improvement Board
• Academy Benchmarking and Support Allocation
• Safeguarding Update
• Personal Development Quality Assurance Visits
• Festival of Education
Autumn term 2:
• Leadership Networks
• Assessment Projection window
• Standards analysis and reporting to Trustees
Spring term 1:
• Academy Improvement Board
• Mock Examinations
• Curriculum Quality Assurance Visits
• Assessment Projection window
Spring term 2:
• Skills Builder Awards
• Leadership Networks
Summer term 1:
• Examinations begin: KS2 SATs, GCSEs and A-Levels
• Inclusion Quality Assurance Visits
Summer term 2:
• Assessment of non-examination year groups
• Transition Events
• Academy Improvement Board
• Extraordinary Us Cross Trust Events
WHAT WE’RE RESPONSIBLE FOR
Instilling a determination for all students to achieve good academic and personal outcomes in line with the LST balanced scorecard which provides a holistic view of success.
Developing ambitious curriculum models that inspire all learners while equipping teaching teams with the skills needed to use adaptive pedagogy and digital technology effectively in response to individual needs.
Creating a strengths-based, inclusive learning environment that meets diverse student needs and accelerates progress for learners with SEND and those who are disadvantaged.
Embed systems and approaches that support positive student behaviour and attitudes, enabling full participation in education, including alternative provision, fostering a purposeful learning environment, and promoting strong attendance.
Ensure students develop strong character traits through a personal development curriculum that supports their future career pathways and destinations and is responsive to community needs.
Equip existing leaders to continue to develop their skills in driving improved performance. Create a clear pathway for leadership progression to ensure a robust pipeline of future leaders who are prepared to sustain and advance the school’s vision and goals.
• Undertake comprehensive Benchmarking Exercises to establish clear areas of priority and co-ordinate action plans, utilising Trust expertise.
• Support in projection processes and planning for interventions.
• Provide trackers and analysis tools that will reduce workload.
• Undertake annual curriculum reviews to establish strengths and areas for development.
• Deploy Subject Directors to coach and mentor academy teams.
• Deliver high quality professional development and training through Subject Network meetings.
• Provide bespoke packages of support where Emerging needs in teaching and the curriculum are identified.
• Access to high quality resources to support SEND learners.
• Access to assessment of individual student needs via the Trust Educational Psychologist.
• Network support for SENDCOs and access to ongoing training and development.
• Transition support and access arrangement assessments. Bespoke packages for International New Arrivals.
• Provide LST Frameworks and clear guidelines for behaviour and attendance policies driven by research based best practice.
• Deliver high quality training and professional development on engagement and inclusion strategies, including resource from our DfE Behaviour Hub.
• Provide Trust wide data tools and systems to track and improve attendance and behaviour.
• Provide additionality through the Laidlaw X initiative to provide every LST child with:
• A Skills Builder Character Curriculum
• Additional Welfare support
• Co-curricular opportunities.
• Support with recruitment and development of leaders from within the Trust.
• Utilise opportunities for leaders to develop skills in different academy contexts through secondment opportunities.
• Utilise leadership programmes from the National College and Ambition Institute.
• Provide leadership mentoring and peer review.
• Maintain accurate and up to date records of student outcomes.
• Meet deadline submissions.
• Participate in moderation exercises to align Trust wide standards and expectations.
• Attend and contribute to Subject Network meetings.
• Lead own professional development by engaging with tools such as Steplab.
• Share best practice across the Trust by engaging with peer reviews and by mentoring those new to role.
• Have the highest expectations for all learners and colleagues.
• Maintain a strengths-based approach to the inclusion of all students, celebrating successes and championing diversity.
• Ensure student entitlement is met and additional funding plans are well-structured with impact measures.
• Foster strong relationships with families and wider professionals.
• Participate and contribute to ongoing professional development.
• Ensure behaviour procedures and policies are consistently adhered to with up-todate record keeping.
• Liaise with Directors of Education to raise early concerns if a student is at risk of permanent exclusion.
• Ensure character education is high profile across all aspects of the curriculum and track outcomes.
• Target additional welfare support to meet the needs of the most vulnerable students.
• Invest in the five areas of extraordinary experiences including Trust wide opportunities for all students to develop their talents and interests.
• Engage with the skills matrix process and appraisal cycle to identify and target leadership development.
• Create a culture of leadership by encouraging brave moves.
• Promote LST as an employer of choice and celebrate strengths and achievement.
• Engage with sector professionals to broaden the outlook of LST on a national and global scale.
YOUR PEOPLE AND CULTURE TEAM
HANNAH ARMSTRONG
HEAD OF PEOPLE & CULTURE
IS RESPONSIBLE FOR STRATEGIC PEOPLE INITIATIVES, WORKFORCE POLICY, TALENT MANAGEMENT AND DEVELOPMENT
HANNAH.ARMSTRONG@ LAIDLAWSCHOOLSTRUST.CO.UK
07392 441 072
LOUISE RILEY
PEOPLE AND CULTURE BUSINESS PARTNER IS RESPONSIBLE FOR COMPLEX CASEWORK, WORKFORCE PLANNING, TRAINING, ORGANISATIONAL DESIGN, WELLBEING
LOUISE.RILEY@ LAIDLAWSCHOOLSTRUST.CO.UK
07585 442 594
ELLIE SKIPSEY
PEOPLE AND CULTURE BUSINESS PARTNER
IS RESPONSIBLE FOR COMPLEX CASEWORK, WORKFORCE PLANNING, TRAINING, ORGANISATIONAL DESIGN, WELLBEING
• Deadline to end fixed term contracts for academic year 25/26 (31st May)
Summer term 2:
• Trust career pathways launch
• People Committee (July)
WHAT WE’RE RESPONSIBLE FOR HOW WE WILL DO THIS
Develop a people & culture strategy focused on maximising efficiency and effectiveness so all staff can spend their time focused on their role, development and capitalising on their potential.
Understand and improve employee engagement across the Trust.
• Standardise staffing and administration procedures across the Trust.
• Identify opportunities to improve resources and streamline systems across the Trust.
• Partner with Finance Business Partners and key client stakeholders to facilitate effective budget planning to achieve a sustainable workforce.
HOW THE ACADEMY CAN SUPPORT THIS
• Collaborate with the Central Team to develop best practice.
• Communicate and support Trust wide initiatives and procedures.
• Communicate early any changes which impact effective workforce planning.
Oversee all employee relations matters and ensure a fair process is followed.
• Implement Trust wide staff surveys to capture employee’s engagement with their job role, Academy and the wider Trust.
• Implement career pathways across all Trust roles to highlight professional development and potential progression available.
• Consider further employer of choice benefits.
Oversee all recruitment and compliance to ensure all regulations and standards are met.
• Advise line managers and Academy Leaders in relation to employee relations matters. Develop and support line managers to deal with matters with confidence.
• Review and monitor issues. Create and implement interventions where appropriate.
• Communicate with trade union representatives to build and maintain strong working relationships.
• Keep up to date with legislative changes to ensure pre-employment compliance.
• Think proactively and strategically to advertising and candidate attraction to recruit the best talent.
• Partner with the Marketing Team to promote the Trust as an employer.
• Implement an e-recruit system to streamline processes.
Oversee the management of monthly payroll actions, liaison and compliance.
• Manage the relationship with the payroll provider to ensure an effective and efficient service is received.
• Oversee all payroll submissions and ensure an appropriate process has been followed, where appropriate.
• Advise line managers and staff in regards to payroll actions.
• Promote completion of the staff survey.
• Work with People & Culture Team to implement changes and improvements to increase employee engagement.
• Promote Trust wide professional development and progression opportunities.
• Promote employer of choice benefits such as HSF.
• Engage with the People & Culture Team. Seek advice as soon as reasonably possible.
• Maintain accurate records.
• Maintain an accurate single central record.
• Engage with the People & Culture Team. Seek recruitment advice as soon as reasonably possible and be open to innovative ideas.
• Work with People & Culture Team to implement changes and improvements to process.
• Maintain accurate records and complete mandatory paperwork in line with deadlines.
• Collaborate with the Central Team to develop best practice.
ESTATES AND FACILITIES TEAM
KELLY OFFICER
HEAD OF ESTATES AND FACILITIES
IS RESPONSIBLE FOR PLANNING, COORDINATION AND IMPLEMENTATION OF ESTATES STRATEGY ACROSS LST. LEAD ON REDUCING CARBON FOOTPRINT
KELLY.OFFICER@
LAIDLAWSCHOOLSTRUST.CO.UK
07983 145 122
STEPHEN LACKENBY
GAIL KELLY
CLUSTER FACILITIES MANAGERNEWCASTLE
IS RESPONSIBLE FOR IMPLEMENTING ESTATES ACTIVITIES, AND MANAGING OTHERS TO DELIVER PROJECTS AND MAINTENANCE. LEAD ON PROJECTS AND CATERING
STEPHEN.LACKENBY@ LAIDLAWSCHOOLSTRUST.CO.UK
07966 214 886
CLUSTER FACILITIES MANAGERWEARSIDE
IS RESPONSIBLE FOR IMPLEMENTING ESTATES ACTIVITIES, AND MANAGING OTHERS TO DELIVER PROJECTS AND MAINTENANCE. LEAD ON CLEANING
GAIL.KELLY@ LAIDLAWSCHOOLSTRUST.CO.UK
07392 394 588
LUCI WHITFIELD ESTATES CO-ORDINATOR IS RESPONSIBLE FOR HEALTH AND SAFETY, POLICIES AND PROCEDURES, IAMCOMPLIANT, RISK, COMPLIANCE, PROJECT CLOSE OUT, DECARBONISATION CHAMPION, REPORTS
LUCI.WHITFIELD@ LAIDLAWSCHOOLSTRUST.CO.UK
ACADEMY SITE MANAGERS IAMCOMPLIANT
ESTATES AND FACILITIES TEAM
UNIVERSAL OFFER
• Monthly meetings with your Cluster Facilities Manager
• Ensuring compliance with regulatory checks and assessments relating to the built environment within and around your Academy
• Responsibility for perimeter safeguarding and keeping staff and pupils safe within the perimeter, including compliance with Health and Safety regulations that relate to the built environment
• Capital improvement works to your Academy ensuring the best facility for the provision of education to our pupils
• Updates on maintenance issues and contractor management where it affects the operation of the Academy
WHAT WE’RE RESPONSIBLE FOR HOW WE WILL DO THIS
Make strategic decisions about investment, upgrade and replacement of assets across the Trust and implement a five-year plan.
• Information about the condition of the estate and its assets by conducting specialist audits and surveys to inform decision making.
• Implement iAM Compliant to effectively assess the condition of assets by monitoring breakdown and failures.
• Support all capital projects.
• Implement, monitor and manage specialist audits, surveys and assessments across the Trust and comply with regulations and standards.
• Ensure an effective testing and maintenance plan is in place.
HOW THE ACADEMY CAN SUPPORT THIS
• Collaborate with the Estates and Premises Teams and report information about assets and infrastructure.
• All staff actively promote engagement with iAM Compliant.
• Ensure correct operation, use, storage of all assets and equipment.
• Where possible assist with data collection and monitoring. Identify and address potential risks across the estates and facilities function and put in place risk measures to avoid disruption.
• Implement effective policy, procedures, training and standards across the Trust.
• Report findings to relevant stakeholders.
Allocate resources effectively by maximising funding opportunities and ensure investment is aligned to current and future needs.
• Work with finance to plan investment in staffing, buildings and infrastructure.
• Work with key stakeholders to better understand the individual needs of each academy.
• Put in place projects and pilots which drive efficiency and monitor their effectiveness.
• Partner with external stakeholders to drive efficiency and cost savings.
• Engage with policy, procedures training and pilots that encourage good health and safety culture.
• Liaising with Estates and Premises Team to provide feedback on any concerns.
• Maintain accurate records.
Implement strategies to reduce the Trust’s carbon footprint.
Effectively communicate and inform stakeholders to ensure expectations are met.
• Create a decarbonisation working group working with internal and external stakeholders.
• Monitor and manage gas and electricity use across the Trust.
• Provide information, policies, technology that embed sustainability across all school functions.
• Drive improvements through the built environment and facilities functions.
• Organise and plan meetings in advance.
• Supply reports and progress updates.
• Disclose potential disruptions, setbacks and delays.
• Advise on all facility and estate matters.
• Involve multi-functional teams in decision making.
• Collaborate with external experts and stakeholders.
• Promote use of preferred suppliers, contractors and frameworks as directed by the Trust.
• Reuse, repurpose and share equipment and resources wherever possible.
• Collaborate to optimise the best use of funding.
• Liaise with staff about all capital projects.
• Support new ways of working that optimise efficiency and revenue.
• Communicate and support initiatives and procedures.
• Engage with process.
• Collaborate with Estates and Premises Team for education and training opportunities.
• Be more energy conscious.
• Collaborate with Estates and Premises Team for education and training opportunities.
• Use tools provided.
• Share key commitments and events.
• Champion a good communication culture.
YOUR FINANCE TEAM
MICHELLE ROACH
DIRECTOR OF FINANCE
IS RESPONSIBLE FOR TRUST FINANCIAL MANAGEMENT, FINANCIAL RISK & COMPLIANCE, AUDIT & STATUTORY ACCOUNTS, STRATEGIC FINANCIAL PLANNING
MICHELLE.ROACH@ LAIDLAWSCHOOLSTRUST.CO.UK
07305 439 153
ALICIA ROSS
FINANCE BUSINESS PARTNER
IS RESPONSIBLE FOR FINANCIAL & MANAGEMENT ACCOUNTS, BUDGET SETTING, MONITORING & FORECASTING, FOUNDATION FUNDING, FINANCE LEAD FOR INCOME
EMILY MILLER
FINANCE BUSINESS PARTNER
IS RESPONSIBLE FOR FINANCIAL & MANAGEMENT ACCOUNTS, BUDGET SETTING, MONITORING & FORECASTING, FOUNDATION FUNDING, FINANCE LEAD FOR PAY
EMMA SWANSBURY
FINANCE BUSINESS PARTNER IS RESPONSIBLE FOR FINANCIAL & MANAGEMENT ACCOUNTS, BUDGET SETTING, MONITORING & FORECASTING, FOUNDATION FUNDING, FINANCE LEAD FOR NON PAY
IS RESPONSIBLE FOR FINANCIAL ACCOUNTING, TREASURY MANAGEMENT, DEBTOR & CREDITOR MANAGEMNT, FINANCE ADMINISTRATION
CLAIRE DINNING
FINANCE ASSISTANT IS RESPONSIBLE FOR FINANCIAL ACCOUNTING, TREASURY MANAGEMENT, MANAGEMENT ACCOUNT REPORTS, FINANCE ADMINISTRATION
CATHERINE
LEE
ACCOUNTS CLERK
IS RESPONSIBLE FOR PURCHASE ORDERS, SUPPLIER QUERIES, PURCHASE & SALES, INVOICES, PAYMENT RUNS, FINANCE ADMINISTRATION
TBC
ACCOUNTS CLERK IS RESPONSIBLE FOR PURCHASE ORDERS, SUPPLIER QUERIES, PURCHASE & SALES, INVOICES, PAYMENT RUNS, FINANCE ADMINISTRATION
LAIDLAWSCHOOLSTRUST.CO.UK
UNIVERSAL OFFER
• Monthly meetings with your Finance Business Partner
• Receiving your monthly management accounts from Period 1 (September) to Period 12 (August) every month before the 10th working day of the month
• Budget setting: Staffing structure (in conjunction with your People and Culture Business Partner) and then non-pay budget lines
• Forecasting and tracking your Laidlaw X spend throughout the year to ensure our pupils receive the best return on Laidlaw Foundation funding
• Supporting your Academy Operations Manager and office/ administrative staff to ensure compliance with the Trust’s financial handbook and the effective running of Academy operations
YOUR FINANCE TEAM
Autumn term 1:
• Annual Accounts
• Audit Committee
Autumn term 2:
• Quarterly VAT Return
• Signing Off Financial Statements
• Operations Committee Spring term 1:
• Quarterly VAT Return
• ESFA Annual Report & Accounts Submission
Spring term 2:
• Budget Setting
• Audit Committee
• Operations Committee
Summer term 1:
• Quarterly VAT Return
Summer term 2:
• Quarterly VAT Return
• ESFA Budget Forecast Return
• Audit Committee
• Operations Committee
WHAT WE’RE RESPONSIBLE FOR
Deliver a customer focused, cost-effective Finance Business Partnering Service which adds value throughout LST.
HOW WE WILL DO THIS
• Delivery of an efficient and effective partnering relationship with Academies to ensure open and continuous dialogue on all financial issues and decisions.
• Provide analysis and understanding to interpret financial data and cost drivers.
• Support improvements to financial reporting quality and timeliness to Academies, senior management and committees.
HOW THE ACADEMY CAN SUPPORT THIS
• Include Finance Team within decision making and be accountable for budgets.
• Meet monthly with allocated Finance Business Partner.
• Review transactions and cost centre reports notifying the Finance Team with regard to any identified expenditure/income miscodes.
Facilitate effective decision making through the provision of specialist finance technical knowledge, financial insight & expert professional financial guidance.
Lead on medium/long-term financial planning to deliver sustainability and which promotes growth.
• Develop & implement a comprehensive approach to financial planning (budget setting) which is aligned to LST’s strategic plan, curriculum and key objectives.
• Monitor and report on financial risks, escalating concerns or issues whilst considering opportunities to mitigate and manage.
• Deliver high-quality finance and performance reporting to drive improvement to financial forecasting.
• Advise on the financial health and performance of LST, identifying key challenges and risks early to ensure a proactive approach to decision making considering opportunities to mitigate and manage.
• Work collaboratively with Estates, People & Culture Business Partners and stakeholders to support effective Workforce Planning and the Estates Strategy.
• Update Finance Team on potential over/underspends, as soon as possible to reflect in forecasting and reporting requirements.
• Attend central finance training.
Ensure strong financial governance, controls & accurate transaction processing.
• Continuous monitoring and assessment of LST’s financial performance, identifying areas for improvement and corrective action.
• Development and implementation of a procurement strategy aiming to deliver cost efficient resources reliability of supply whilst ensuring quality and Value for Money.
• Lead the budget setting process and take ownership of the budgets for area of responsibility.
• Keep the Finance Team informed of consultation/plans with Estates in regards to estate works and timelines.
Provide financial leadership, guidance and support.
• Develop & implement financial strategies, policies and procedures that align with LST’s objectives and which supports its vision.
• Prepare and present LST’s Annual Accounts and financial statements in accordance with regulatory requirements.
• Coordinate all internal/external audit activities ensuring audit plans are in place and managed effectively.
• Ensure compliance with LST’s Financial Regulations Manual and all financial policies & procedures.
• Promote knowledge of specific budget allocations to allow correct allocations to be made.
• Ensure that purchase orders are raised & authorised prior to the commitment of expenditure.
• Follow procurement policy & guidelines.
• Throughout the year provide the Finance Team with any information requested and within the time scales specified.
• Assist the Finance Team in the year-end process by providing information on expenditure/income which relates to the following year.
ICT AND INFRASTRUCTURE TEAM
ROB ATKIN
HEAD OF IT AND INFRASTRUCTURE IS RESPONSIBLE FOR IT NETWORK INFRASTRUCTURE, SERVICE DELIVERY AND SECURITY
IT HELPDESK IS RESPONSIBLE FOR ANY IT REQUIREMENT, CURRICULUM SUPPORT REQUESTS, IT TRAINING ITSUPPORT@ LAIDLAWSCHOOLSTRUST.CO.UK
ICT AND INFRASTRUCTURE TEAM
UNIVERSAL OFFER
• Onsite 1st, 2nd and 3rd line support by qualified IT specialists
• Timely closure of IT Helpdesk requests ensuring the Trusts ICT and Infrastructure are operating effectively
• Deployment of system updates including Windows security updates to servers and workstations
• Cyber security protection and Trust wide Cyber security insurance should LST’s systems be breached
YOUR ICT AND INFRASTRUCTURE TEAM
Autumn term 2:
• Autumn SIMS Update
• Incident Response Plan Testing
Spring term 2:
• Spring SIMS Update
• IT Staff Training
Summer term 1:
• Summer Holidays Work Schedule Planning
Summer term 2:
• Summer SIMS Update
• Disaster Recovery Testing
WHAT WE’RE RESPONSIBLE FOR
Cyber Security and Protection.
HOW WE WILL DO THIS
• Protect the Trust’s IT systems and data with industry leading technologies such as firewalls and monitoring software.
• Implement industry standard security policies and constantly review and update.
HOW THE ACADEMY CAN SUPPORT THIS
• Report any security or safeguarding concerns as soon as they are aware or able.
Onesite 1st, 2nd, 3rd Line and Remote Support.
• Provide a range of support which aims to go above and beyond.
• Ensure IT Support staff have a range of knowledge to ensure the best possible support is always provided.
• Escalation of more complex tasks or issues to senior members of the team.
• Report all ICT requests via the Central ICT helpdesk providing clear information to support a quick resolution.
• Follow escalation procedures for issues relating to IT.
• Provide reasonable notice for any additional support requirements from the ICT Team.
IT Service Desk.
Trust wide strategic IT planning –three, five and ten year plan.
• Provide a Central IT Helpdesk for all Trust staff to raised requests.
• Ensure the ticket lifecycle follows the industry standard ITL framework.
• Maintain an up-to-date knowledge base for common issues.
• Continually monitor and assess current IT assets across the Trust.
• Produce comprehensive refresh plans to ensure IT is fit for purpose and is at the forefront of teaching and learning.
• Allow for effective budget planning.
Develop IT Policies and Procedures in line with current guidelines.
• IT related policies will be produced centrally for schools to implement.
• All updates will be completed as new guidelines are released.
• Procedures will be tested annually to ensure they are fit for purpose.
• Report all ICT requests via the Central ICT helpdesk providing clear information to support a quick resolution.
• Encourage staff to use the knowledge base to speed up the resolution times.
• Follow escalation procedures for issues relating to IT.
• Consult with Central ICT on hardware and software purchases to ensure compliance and compatibility.
• Meet with the Head of IT to discuss projects and plans relating to IT hardware.
• Be responsible for communicating with their own staff when information relating to IT or IT policies/procedures need to be passed on.
• Ensure policies/procedures are followed by all staff and students.
YOUR DATA AND SYSTEMS TEAM
CHRIS LANE
HEAD OF DATA AND SYSTEMS
IS RESPONSIBLE FOR DEVELOPING NEW DATA SYSTEMS, PERFORMANCE DATA, COMPLEX DATA QUERIES
CERI JENKINS
TRUST DATA MANAGER
IS RESPONSIBLE FOR PUPIL DATA AND MIS QUERIES, USING OUR ASSESSMENT DATA SYSTEMS, STATUTORY RETURNS
DATA PROTECTION OFFICER
IS RESPONSIBLE FOR DATA PROTECTION QUERIES, DATA BREACHES, SUBJECT ACCESS REQUESTS
CHRIS.LANE@
LAIDLAWSCHOOLSTRUST.CO.UK
07570 846 879
CERI.JENKINS@
LAIDLAWSCHOOLSTRUST.CO.UK
07386 973 334
BETHAN.DAWSON@
LAIDLAWSCHOOLSTRUST.CO.UK
07570 649 388
BETHAN DAWSON
UNIVERSAL OFFER
• Weekly pupil performance data issued to your Academy showing benchmarks with other LST Academies and national expectation
• Data protection services ensuring compliance with data protection laws
• Support with statutory returns such as the School Census
• Curriculum led financial planning for each Academy
DATA AND SYSTEMS TEAM
Autumn term 1:
• Autumn census date and submission (Trust deadline)
• BTEC registrations deadline
Autumn term 2:
• School workforce census submission (Trust deadline)
Spring term 1:
• Spring census date and submission (Trust deadline)
• Summer exams main entry deadline
Summer term 1:
• Summer census date
Summer term 2:
• Summer census submission (Trust deadline)
• KS2 Teacher Assessment submission
• Phonics data submission
• Ensure KS4 and KS5 courses and qualifications for next year contribute towards school performance measures
WHAT WE’RE RESPONSIBLE FOR
Producing and analysing Trust wide performance data; ensuring that accountability measures and definitions are understood in line with national expectations.
HOW WE WILL DO THIS
• Ensure the Trust data analysis provide high and in-depth analysis at Academy and Trust level.
• Embed the revised Trust Performance Scrutiny reporting to Standards Committee.
• Assist and provide support in the setup and management of assessment and monitoring of pupil progress within the MIS and associated systems.
HOW THE ACADEMY CAN SUPPORT THIS
• Maintain high standards of pupil and staff data across all Academy systems.
• Ensure sufficient resources are in place to manage key assessment dates in the academic year, including examination results and change of year processes in the MIS.
• Collaborate with the Data and Systems Team to assist that all reporting deadlines are met. Ensure the effective and timely completion of statutory returns, such as the School Census.
• Ensure that key deadlines, guidance and any changes to required data items are communicated in advance of statutory returns.
• Provide support to Academies with the completion of statutory returns.
• Review submissions prior to the submission deadline and raise any queries with Academies.
Provide and develop ‘Power BI’ dashboards so that Academy and Trust leaders can analyse a wide range of information in real time.
Contract management and standardisation of Trust-wide Management Information Systems.
Providing data protection services across the Trust, ensuring effective compliance with data protection law and that we are using and processing information safely.
• Continually develop our suite of Power BI dashboards, in response to user feedback and new requirements.
• Procure and fund Power BI licences for identified users in each Academy.
• Complete all statutory returns within the statutory time frames.
• Meet internal Trust deadlines which allow for additional checking and review.
• Ensure best value for our Academies by negotiating contracts centrally and managing these in line with the provider’s service level agreements.
• Identify and implement sensible alignments to streamline data systems delivering benefits for both Academies and the Trust.
• Managing our Trust-wide data protection policies, privacy notices and associated documents.
• Manage our Data Protection registration with the ICO.
• Coordinate subject access requests and FOI requests across the Trust.
• Providing specialist advice and support on data protection issues.
• Promote the use of Power BI amongst your Academy Leadership Teams.
• Provide proactive feedback which allow us to further develop the dashboards for all Academies in the Trust.
• Review the data quality dashboards regularly to ensure high standards of pupil data.
• Consult with the Data and Systems Team on any new data system implementations for your Academy or across the Trust.
• Identify an Academy Data Protection Lead to ensure effective implementation of the Data Protection Policy in your Academy, including supporting with Subject Access Requests and data breaches.
• Report any breaches or SAR requests to the DPO immediately.
• Ensure that staff complete relevant Data Protection training in line with the Trust’s Data Protection training schedule.
YOUR GOVERNANCE TEAM
TBC GOVERNANCE MANAGER IS RESPONSIBLE FOR GOVERNANCE RELATED MATTERS, PERMANENT EXCLUSIONS, COMPLAINTS
REBECCA MAYO GOVERNANCE ADVISOR IS RESPONSIBLE FOR GOVERNANCE ADMINISTRATION, GOVERNANCE CLERKING
• Ensuring good Multi Academy Trust governance, managing governance related matters and ensuring compliance with statutory and regulatory legislation
• Clerking Local Governing Body (LGB) meetings
• Recruitment and training of Governors to ensure the correct skills mix across an Academy LGB
• Management of permanent exclusions, suspensions and parental complaints
• Facilitating the Chairs Chair Forum so your Academy LGB is adequately represented at Trust Board meetings
YOUR GOVERNANCE TEAM
Autumn term 1:
• Local Governing Body Meetings
Autumn term 2:
• Trust sub-committees and Trust Board
Spring term 1:
• Local Governing Body Meetings
Spring term 2:
• Trust sub-committees and Trust Board
Summer term 1:
• Local Governing Body Meetings
Summer term 2:
• Local Governing Body Meetings
• Trust sub-committees and Trust Board
WHAT WE’RE RESPONSIBLE FOR HOW WE WILL DO THIS
Manage all governance related matters ensuring governance structures are compliant, meeting statutory and regulatory legislation.
Provide advice and guidance to the Trust Board and its committees (which include the LGBs).
Manage Governance recruitment (Members, Trustees and Governors).
• Curate, maintain and distribute the governance calendar.
• Publish statutory information on the website in line with ATH, such as declarations of interest and attendance documents.
• Ensure the Get Information About Schools and Companies House is maintained.
HOW THE ACADEMY CAN SUPPORT THIS
• Ensure that all required documentation for any governance related matter is completed and returned to the team within a timely manner.
• Check all Governors’ DBS documents at Academy level after initial review by the People and Culture Team.
• Ensure the Single Central Record is maintained.
Provide a thorough Governance training programme (including Induction and Chair’s training).
Manage all Permanent Exclusions and Suspensions (which reach the 15-day threshold).
Manage all complaints which meet the central threshold, with support offered at earlier stages.
• Undertake an annual review of statutory governance documents, such as the Articles of Association and Scheme of Delegation.
• Work with the Chair and Senior Leaders to prepare termly agendas, including any key governance developments.
• Attend all governance meetings and take high quality minutes, with detailed actions
• Provide advice and guidance.
• We will use a combination of the Skills Audit and Governance Recruitment Matrix to strengthen all layers of governance.
• Advertise and identify prospective Members, Trustees and Governors and undertake the first steps of recruitment including application, initial meeting and arrangements of the next steps.
• Begin the DBS process.
• Update the website, GovernorHub, GIAS and Companies House.
• Bespoke training packages, which includes a mix between online and face-to-face training with skilled governance practitioners.
• Peer-to-peer support will be arranged for new Chairs and Governors.
• Post-meeting reviews undertaken.
• Annual self-assessment undertaken.
• Adherence to the “Suspension and permanent exclusion from maintained schools, academies and pupil referral units in England, including pupil movement” by liaising with parents / carers, academy, local authority and all other key stakeholders.
• Outcome letter to be issued to all key stakeholders.
• Guidance regarding appeals.
• Complaints procedures updated annually in line with DfE recommendations and best practice.
• Advice and guidance provided at earlier of the process if required.
• Head of Governance will co-ordinate a response if the complaint escalates beyond the first stage of the process, calling an Appeals Committee if necessary. Head of Governance will clerk and issue a response letter at this stage.
• Supply governance reports in a timely manner to allow these to be shared prior to meetings.
• Comply with reasonable requests for governance monitoring, as outlined in the Governance Monitoring Policy.
• Meet with prospective Governors once they have been vetted by the Governance Team.
• Complete the identity checks for the DBS as soon as possible.
• Update the Single Central Record.
• Identify any training requirements unique to your setting.
• Arrange for localised Safeguarding training from the DSL.
• Ensure that all paperwork is complete and to a high standard prior to issuing to the Head of Governance.
• Availability to be provided between day 6 and day 15 as per the guidance.
• School leaders will investigate and respond within the specified timescale.
• If the complaint escalates, all resources used to investigate the earlier stages of the complaint to be shared with the Head of Governance.
MARKETING AND COMMUNICATIONS TEAM
MEGAN BYRNE
MARKETING AND COMMUNICATIONS MANAGER IS RESPONSIBLE FOR STRATEGIC MARKETING, WEBSITES, BRANDING, SOCIAL MEDIA, EVENTS, CAMPAIGNS
MEGAN.BYRNE@ LAIDLAWSCHOOLSTRUST.CO.UK
07570 648 831
FAYE SKELTON
GRAPHIC DESIGNER
IS RESPONSIBLE FOR WEBSITE VISUALS, SOCIAL MEDIA IMAGES, DESIGN FOR DIGITAL & PRINT, SIGNAGE
FAYE.SKELTON@ LAIDLAWSCHOOLSTRUST.CO.UK
SARAH CLARK
GRAPHIC DESIGNER (Wed PM, Thurs, Fri)
IS RESPONSIBLE FOR WEBSITE VISUALS, SOCIAL MEDIA IMAGES, DESIGN FOR DIGITAL & PRINT, SIGNAGE
SARAH.CLARK@ LAIDLAWSCHOOLSTRUST.CO.UK
MARKETING AND COMMUNICATIONS
UNIVERSAL OFFER
• Regular Trust-wide communications through the Friday Feed weekly email
• Website training and guidance throughout the year, as well as content management and guidance throughout the year
• Support in Open Day promotion covering design assets, digital and print advertising and event marketing
• On-site, value-based signage to be designed and fitted in partnership with each Academy
MARKETING AND COMMUNICATIONS TEAM
Autumn term 1:
• Academy Signage
Autumn term 2:
• Apply to Nursery Spring Term Campaign
• Apply to Reception Campaign
• Academy Signage
Spring term 2:
• Apply to Nursery Summer Term Campaign
Summer term 2:
• Apply to Nursery Autumn Term Campaign
• Website Audit
WHAT WE’RE RESPONSIBLE FOR
Maintaining Academy and Trust websites to ensure they stay current and factually correct.
HOW WE WILL DO THIS
• Set out clear roles and responsibilities for each website, and be a support for any Academy technical questions.
• Carry out regular audits, with more attention paid for those in an Ofsted window.
• Write and upload ‘news’ for cross-Trust events and larger Academyspecific news. Encourage Academies to upload their own regularly throughout the year.
HOW THE ACADEMY CAN SUPPORT THIS
• Ensure the CMS trained person(s) is well known and still in position to support Academy staff in ensuring their website content is up to date.
• Regularly audit their website.
Implementing the LST brand and values across all Academy sites, websites, social media and printed assets.
• Provide a design service that includes templated designs for common requests (to constantly add to). Offer Canva training and a shared workspace for Academy staff.
• Site visit, design and fit value based signage.
• Finished digital and print marketing assets provided in like with Trust Strategic Projects.
• Request assets that they think would be useful cross-Academies to be added to template stock.
• Make requests as early as possible.
Supporting the Trust and Academies in event planning, implementing and PR.
• Work with relevant teams to understand the event, budget and deadline.
• Support on the day (event specific).
• Create a press release, post ‘news’, organise photography/ videography, internal and external comms.
• Make the Marketing and Communications Team aware of the date and event details as soon as possible.
Internal and external communications.
• Send out weekly Trust comms email - the Friday Feed.
• Write and send articles for press.
• Organise Media Training for Academy and Trust staff.
• Manage and promote LST via their LinkedIn profile.
• Send nominations and Academy news to share Trust-wide in a timely manner.
• Manage and promote their Academy through Academy social media platform(s).
Marketing campaign and strategy work to increase awareness and applications to LST Nursery provisions.
• Increase awareness via on-site signage.
• Work with industry partners and LST leaders to strategise on best practice for LST.
• Market the offer and USP’s for LST Nurseries, tailoring the approach to each LST Nursery.
• Headteachers and EYFS Leads to work in collaboration with the Marketing and Communications Team to ensure best outcomes for all staff, pupils and families.
