NCLT Secondary Education (11-16)

If you want to walk fast, walk alone.

If you want to walk far, walk together.

PROVIDING AN OUTSTANDING STUDENT EXPERIENCE THROUGH COLLABORATION

CONTENTS Welcome from the CEO

3

Five reasons we are successful

3

The Trust Executive Team

4

Who we are

5

Vision and Culture

6

Benefits of joining our Trust for 11-16 schools

8

The importance of collaboration

9

Central Trust Services for Academies

10

Trust performance and outcomes

12

The Trust’s role

14

NCLT Board of Directors

15

Central Services available to schools

16

Trust Strategy

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CONTENTS 2

WELCOME FROM THE CEO

I am really pleased you are interested in finding out more about our Trust. This brochure will give you an insight in to what the New Collaborative Learning Trust is all about, and how it could benefit your school community. As we are only a small Trust, with three sixth form colleges and one 11-16 academy, the next schools / academies to join us will play a big part in helping to shape the secondary arm of the Trust.

If you have any questions or would like to explore anything further, please do not hesitate to get in touch.

Best wishes Richard Fletcher

FIVE REASONS WE ARE SUCCESSFUL STRONG VISION Our colleges and schools will make a significant difference to the lives of young people. As a result, together we will make a positive contribution to social mobility.

COMMMITTED TO COLLABORATION We are committed to providing an outstanding student experience through collaboration.

EXPERTISE IN SIXTH FORM AND SECONDARY We are proud to say we are one of the national leaders in sixth form education. And we are determined to emulate this at secondary level.

PROFESSIONAL SHARED SERVICES Our professional central services offer is comprehensive and includes services such as finance, HR, IT and estates so headteachers can concentrate on being the leaders of learning.

EMPLOYER OF CHOICE We develop our staff professionally, as well as putting their wellbeing to the forefront. We care.

3

INTRODUCING

THE TRUST EXECUTIVE TEAM

Richard Fletcher Chief Executive Officer

Joanna Vickers Chief Operating Officer

Diane Heritage Chair of the Board of Directors

TRUST DIRECTORS Chelsea Branson-Webster Vice Principal NCP Trust Director (sixth form Quality and Education)

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Helen Jackson Vice Principal NCD Trust Director (sixth form Curriculum and Education)

Lauren Walker Trust Director Human Resources

Dave Hunt Director Finance

WHO WE ARE OUR COLLEGES AND SCHOOLS

Vicky Marks Principal NCP

Stuart Nash Principal NCB

Brendon Fletcher Principal NCD

Phil Davis Headteacher Wingfield Academy

5

WHY? WHAT?

Our Vision: Our colleges and schools will mak As a result, together we will make

Our Commitment: To provide an outstanding,

Student Achievement

Our 4

Student Personal Developmen

Our Valu

HOW?

6

Candour

Challenge

To be open, honest and fair to everyone

To have high expectations of ourselves and each other

Co

To le other

Vision and Culture

ke a significant difference to the lives of young people. a positive contribution to social mobility.

, consistent student experience through collaboration.

4 Priorities

nt

Contribution to Social Mobility

Student and Staff Well-being

ues: The 5 Cs

ollaboration

earn from each for the benefit of all

Commitment

Care

To be dedicated, resilient and strive for continuous improvement

To be considerate of others and their needs

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BENEFITS OF JOINING OUR TRUST FOR 11-16 SCHOOLS Our Secondary School offer: • Membership of the Trust Executive Team where headteachers and Trust leaders regularly collaborate and share good practice in order to make collective decisions for the good of both students and staff • Providing leadership capacity from a team of specialist leaders with expertise in improving outcomes, placing Wingfield Academy in the top 6% of all schools nationally for progress • Team of specialist leaders in education, with a proven track record of subject improvement • Evidence-based and research-led teaching for learning framework that defines and supports great teaching • Bespoke professional development programme delivered by teaching for learning leads • Team of behaviour experts specialising in establishing a robust set of student-led expectations, systems and routines • Experienced safeguarding and SEND support to ensure statutory compliance, whilst at the same time ensuring the most vulnerable students can thrive in a fully inclusive environment • Experienced leadership and mentors for early career teachers providing bespoke CPD for ECTs (ITT,NQT,RQT) 8

• Financially viable curriculum model, that is engaging and delivers both an outstanding student experience and the best possible outcomes for young people • Robust attendance strategy and implementation model that significantly improves attendance • Membership of an extensive range of Trust collaborative working groups, whose central purpose is to share good practice with both sixth form specialists and secondary experts. Groups include: teaching for learning, safeguarding, pastoral, ITT, careers, disadvantaged and G&A • Fantastic career development and leadership opportunities, and access to NPQs

THE IMPORTANCE OF COLLABORATION Collaboration is not only in our Trust’s name, it is also at the heart of how we work across the colleges.

That’s why it is so important that all staff, experienced and new to the Trust, embrace collaboration within both our immediate teams, and with subject colleagues across the different sites.

We want all staff to freely communicate with their Trust colleagues whenever possible, and in order to nurture this culture we have a half-termly cycle of subject collaboration meetings (SCMs) via Teams, alongside regular Trust planning days. This shared approach amongst the three sixth form colleges is further cemented by shared programmes of study, the same exam boards, and shared Trust assessments at key points in the year.

This strategy of collaboration is not only something we nurture at curriculum level, it is also a key part of our approach with HoSs, with pastoral teams, with safeguarding, careers, the Excellence Academy, and the senior management. All of these teams share the same commitment to half-termly collaboration meetings.

This Trust-wide approach serves a clear, single purpose: to provide that “outstanding, consistent student experience”. Where there are good resources, we want them shared; where there is excellence, we want it duplicated; where there are problems, we want everyone in the same subject area across the Trust to help solve those problems.

This collaboration will help us all to raise the quality of what we do, sharpening our practice and improving our outcomes. All of this is for the good of our students, ensuring that whichever site across the Trust they are based in, they will all have an exceptional educational experience.

This is how secondary schools in the Trust could work together to raise standards. However, this is only one possible approach. Although collaboration is at the heart of the Trust’s culture, the levels of strategic alignment versus levels of autonomy would need to be agreed by leaders. This would depend very much on the situation of the joining school/academy.

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CENTRAL TRUST SERVICES FOR SCHOOLS/ACADEMIES Strategic Leadership • Trust executive leadership support • Chief Operations Officer business management support • Bespoke leadership and coaching • Board of Directors and Advisory Group support and challenge • Shadowing and secondment opportunities Strategic Academy Improvement • Executive leadership school improvement • Senior leadership school improvement and support • Specialist leaders in education in key subject areas • An evidence-based teaching for learning framework • Behaviour and attendance support • Safeguarding and SEND review and support • Financially sustainable curriculum model • Teaching school support and external brokerage Human Resources • HR advice and guidance • HR policies and procedures • HR portal • TES recruitment package • Support for new recruitment and selection • Staff health and well-being • CPD offer and early careers teachers (ITT, NQT, RQT) • DBS checks • HR contractual changes, restructures and administration • Union liaison • Staff reward and recognition • Staff voice Finance • System installation, training and support • Financial management, budgeting, management accounts, order processing, payments, etc.

• Management of leases and other financial contracts including tenders • Payroll processing • Insurance • Risk management • Financial regularity, propriety and compliance

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Health & Safety • High level Health & Safety advice and guidance to support statutory obligations • Health & Safety statutory policies and procedures • Estates Management (non-PFI schools) • Lead on significant building projects/CiF Bids Safeguarding • Safeguarding compliance Governance • High level clerking service • Internal audit and assurance programme • External audit • Governor induction • Continuous training and development

IT • Network maintenance support, VPN, firewall, Wi-Fi, AV, internal computer network • Network monitoring, breach detection monitoring • VMWARE physical, virtual updates • Backup and replication • O365 Microsoft Tenancy control • Network change control • Hardware support, software troubleshoot, OS, Server support • Alert notifications • Helpdesk support system, Helpdesk knowledge base Marketing and Communication • Design, production and management of all marketing literature • Support with all bid writing/funding/ grants/award applications • Overhaul of website and Trust branding

Collaborative Working Groups • Teaching for learning • Pastoral • Excellence Academy • Careers, progression, destinations • Safeguarding • University partnerships • ECT • Subjects • SEND Teacher Exchange/CPD • Teacher placements in different Trust schools/colleges • Teacher secondments • CPD offer and early career teachers (ITT, NQT, RQT) GDPR • Leadership and support

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TRUST PERFORMANCE AND OUTCOMES

POST-16 • New College Pontefract and New College Doncaster are ranked 3rd and 4th for achievement rates when compared with all sixth form colleges nationally in the most recent performance tables

Over a three-year trend, Wingfield Academy has:

• Over 50% of A-level grades awarded in 2019 (pre-Covid) were B, A and A*, with New College Pontefract achieving over 60%

• Placed in the top three secondary schools out of 16 in Rotherham

• Both colleges were the top-ranking A-level provider in their local authority in the most recent performance tables • New College Pontefract has consistently achieved an ALPs 2 or 3 for 6 years, placing the college in the top 10-15% of providers nationally for value added • Both colleges have consistently achieved BTEC results in the top 10% nationally

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PRE-16 • Attainment 8 and Progress 8 outcomes significantly above national averages

POST 16

• Placed top 6% of schools nationally for progress • Attainment and progress in all non-EBacc subjects above national averages • Attendance rates above national averages

WINNER S I LV E R A W A R D

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THE TRUST’S ROLE

THE ROLE OF THE ACADEMY TRUST DURING THE PANDEMIC AND ANY FUTURE EDUCATIONAL CHALLENGES School leaders in schools that were part of a MAT found themselves in a stronger position, telling Ofsted the support they received from their Trust was invaluable According to a report from Forum Strategy, leaders in these schools valued the following in particular: • A strong Trust-wide approach to managing risk assessment and planning • Trusts supported their schools by helping to manage social distancing, set up bubbles and updating safeguarding, attendance and behaviour policies • Frequent communication from Trust leaders helped keep schools up-to-date with the latest developments • Several Trusts brought key members of staff together, e.g. safeguarding leads to refine their safeguarding approach • Trusts played a major role in helping schools develop their remote learning offer, deploying staff with digital expertise across schools • Trusts used their collective expertise to tackle emerging curriculum challenges, harness subject networks to share expertise, good practice and reduce workload

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INTRODUCING

NCLT BOARD OF DIRECTORS

Diane Heritage Chair of the Board of Directors

Anthony Dee

Carol Dewhurst OBE

Phil Dixon

Bev Foster

Deborah Green

Russell Heritage

Debbie Mactaggart

Neil Kaiper-Holmes

Peter Thompson

Jennie Thorpe Clerk

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INTRODUCING

CENTRAL SERVICES AVAILABLE EACH SCHOOL/ACADEMY WILL HAVE DIFFERENT REQUIREMENTS Alania Logan Finance Manager 01977 802 825 alaina.logan@nclt.ac.uk

Jodie Richardson IT Manager 01977 802 777 jodie.richardson@nclt.ac.uk

Alan Semley Estates Manager 01977 802 656 alan.semley@nclt.ac.uk

Gareth Dodson Marketing Manager 01977 802 671 gareth.dodson@nclt.ac.uk

Jeff Finnigan Careers and Progressions / GDPR 01977 802 790 jeff.finniagn@nclt.ac.uk

Joanne Holden Safeguarding and SEND Lead Assitant Principal New College Pontefract 01977 802 719 joanne.holden@nclt.ac.uk

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Helen Lonsdale Excellence Academy Co-ordinator for Gifted and Able students 01977 802 720 helen.lonsdale@nclt.ac.uk

Jamie Baker Health & Safety Manager 01977 802 828 jamie.baker@nclt.ac.uk

CENTRAL SERVICES AVAILABLE EACH SCHOOL/ACADEMY WILL HAVE DIFFERENT REQUIREMENTS Stuart Nash Teaching for Learning Principal New College Bradford 01274 089 150 stuart.nash@nclt.ac.uk

Jayne Harris Exams Manager 01977 802 821 jayne.harris@nclt.ac.uk

Karen Petrie MIS Manager 01977 802 647 karen.petrie@nclt.ac.uk

David Brighton Communications and Bid Writer 01977 802 815 david.brighton@nclt.ac.uk

Stacey Barrass Reprographics Manager 01977 802 678 stacey.barrass@nclt.ac.uk

Brian Coughlan Oxbridge Co-ordinator Tel: 01977 802 785 brian.coughlan@nclt.ac.uk

Sarah O’Neil SEND Manager 01977 802 699 sarah.oneill@nclt.ac.uk

Teresa Brookes Student Services Manager 01977 802 642 teresa.brookes@nclt.ac.uk

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Student Achievement Sustaining the importance of achieving outstanding outcomes so students develop high quality skills and progress to higher level qualifications and into employment that meets local and national needs.

We want every young person to achieve and exceed expectations whilst acquiring deep and powerful knowledge. The ability to self-regulate and develop the lifelong habit of learning.

Student Personal Development Establishing a moral balance between pursuing outstanding outcomes and developing both personally and socially. We will consistently and extensively promote the personal development of students, ensuring they have access to a wide, rich set of experiences that teach them why it is important to contribute positively to society.

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Contribution to Social Mobility Providing a community in which students flourish regardless of their background or starting point. Students consistently achieve beyond expectations, particularly the most disadvantaged. We work in areas of disadvantage and are active in deploying the latest learning sciences and evidenced-based pedagogy, along with a deep commitment to developing strong teachers to remove any gaps.

Staff and Student Wellbeing Creating a physical and psychological environment where every individual is welcomed and valued. We want every member of our community to work in a climate of happiness, safety and respect, where ambition and aspiration sit alongside support, candour and care.

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If you want to walk fast, walk alone.

If you want to walk far, walk together.

NEW COLLABORATIVE LEARNING TRUST Park Lane, Pontefract, WF8 4QR Phone: 01977 702139 Email: info@nclt.ac.uk