Oasis National Services Catalogue A3 Web

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National Services Serving our family of Academies People Directorate IT

Communications & Development

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

Governance

Contents

Introduction

2

Oasis IT Services

7

People Directorate

15

Property, Estates and New Business

23 35

Finance Communications and Development

43

Compliance

51 57

Governance

1

Introduction Oasis Community Learning (OCL) is wholly committed to delivering, “Exceptional Education at the Heart of the Community.”

Vision for Services Joined up, high performing national services meeting the needs of OCL, delivered by people who are quality focussed, passionate about our mission and proud to serve the communities we work with.

The National Service Teams are here to serve our local hub teams which include our Academies. National teams are responsible for governance, strategy, leadership, policy development, representation, development/growth and overall financial sustainability.

National Services should reduce the burden on Academies to be a ‘Jack of all trades’, and through a range of specialist services and advice, provide enhanced freedoms for Academies to focus on the core business of improving outcomes for children and young people, and serving the community.

Therefore this document aims to:

In order to support and serve our family of Academies, strategic leadership, policy and audit are led nationally and form part of our governance.

National Services perform two important functions: (i) F orm Governance Policy and the policy framework, including audit (ii) P rovide services into Academies, these services fall into three categories:

• D efine the scope and the cost of the services Oasis Academies will receive from the national teams • C ommunicate the expected performance/quality of national services to enable accountability • P rovide key contact information and clarify the escalation path for new requests or issues • P rovide a bottom up view of the organisation’s cluster, regional and national structures

a. Mandatory for Governance. Mandatory services across all Academies integral to OCL’s governance. b. Mandatory services across all Academies which are vital for OCL to maximise Economies of Scale. c. Optional (pay as you go) The DfE direct that multi-Academy Trusts utilise their group purchasing power, to deliver combined services and reduce duplication through a local school to school approach. Within OCL this is achieved using our regional structure and sub structures (clusters).

We hope you find this document useful as a single reference for services.

2

John Barneby Chief Operating Officer

National Services Introduction

Serving our family of Academies Introduction

National Services How we are structured Education

National Services

Group Infrastructure Manager

PM: Health and Safety; Catering Procurement

Head of Leadership Development

Head of Data

Academy Principals

Head of Development

National Service Delivery Manager

Head of Development and New Business

HRBPs

Head of Academy Finance

Monitoring and Standards Team

Executive Principals

Head of Communications

Head of IT

Head of Property Operations

Head of Recruitment

Head of National Finance

National National Director of Director of Academy Academy Improvement Improvement Primary Secondary

Deputy Regional Directors

Director of Services

Director of People and Organisational Development

Director of Finance

Regional Directors

Head of Payroll, Pensions and Information Services

Head of Governance

Head of Compliance

Chief Operating Officer

Chief Executive Officer Oasis Community Learning

Executive Team: Education

Accounting Officer OCL (Group CEO Oasis Trust)

Executive Team: Operations

3

National Costs and Recharges The national levy to Academies is charged at 4.5% of GAG, levied to fund our National Governance and mandatory National Services. In addition to the 4.5%, recharges for IT Refresh, Property Estates and New Business, together with Building Sinking Funds are levied. This document moves towards a greater transparency of the breakdown of expenditure of these national charges, which can be illustrated below.

Education 25%

One Off Costs 2% Community Services 4% Rent, irrecoverable VAT and Other 5% Communications and Development 5% Infrastructure, Compliance & Governance 8%

Finance and Audit 9% IT Services 16%

4

Building Sinking Funds The AFH recommends a % of GAG is allocated to building funds. Within Oasis this is currently set at 1.25%. The DfE have recommended our Academies annually accrue 2% of GAG into an Oasis wide sinking funds pot. These funds should not be seen as reserves for any other purpose. These funds are pooled nationally to address physical capital needs of our built assets on either life expiry of components or to extend life. These funds will be deployed nationally in order of highest priority and worst condition by the Property, Estates and New Business Department aligned to the policy framework and administered via the Capital Policy and Procurement group.

IT Refresh Costs

All National Recharges

Property, Estates and New Business 12%

Other National Costs (beyond the 4.5%)

People Directorate 14%

The above excludes the salary cost of all site based staff.

Significant National IT infrastructure and local equipment is in use across the Oasis family of Academies to support teaching and learning. This ranges from major data centres, switches and servers, together with user level equipment such as PCs/laptops and printers. This equipment has a limited life span for efficient use, and a capital life-cycle plan is maintained for renewal in priority order. The national refresh plan to update and renew this equipment ensures systems and equipment remain operational and suitable to support effective teaching and learning. This approach is administered by the IT department, aligned to the OCL policy framework. A national percentage of GAG is levied to meet our refresh needs, including moving to a more efficient pupil: device ratio.

National Service Teams are here to serve our family of Oasis Academies. Therefore, they must be accountable for the quality of service they offer.

Where appropriate, services have performance standards (KPIs) set out within this document.

Regional service leads meetings take place each term. There are 6 per region in any academic year. They exist to ensure that the standard of services are challenged and reviewed by the Regional Director.

National Services Introduction

Accountable Service Standards

Serving our family of Academies Introduction

Accountability of National Services Serving our Academies resolution staircase below illustrates the preferred route to reach a satisfactory conclusion of service delivery issues, avoiding unnecessary or early escalations.

Annual Business Cycle National Services function within the annual business cycle for aligned reporting and accountability.

Avoid escalating issues early or before an appropriate opportunity to resolve at the lowest level has been sought

Formal Satisfaction Surveys Each academic year, a formal satisfaction survey will be hosted online. The outcomes of this survey will be the stimulus of an annual continuous improvement cycle for National Services.

CEO

National services which are project based (and therefore not provided to Academies) will be subject to a separate satisfaction survey process. The outcomes of this will again be the stimulus of continuous improvement for project based services.

COO

R

2

Email to confirm what is agreed or if you have been unable to communicate at all in person

ers

ds/Manag

livery Lea

ice De Local Serv

From time to time service concerns may emerge regarding a particular issue. The most effective resolution of any issues are those promptly resolved at the lowest possible level. The issue

Always aim to resolve any issues by talking them through

anagers

elivery M

ervice D egional S

Issue Resolution Process

1

ice Leads

rvice/Serv

Se Heads of

3

Bring it up at Regional Services meetings

4

very Staff

Local Deli

Appropriate level escalations where unsatisfied with the response

5

Scheme of Delegation OCL operates within a mandatory Governance policy framework summarised in the Scheme of Delegation.

Please refer to this key document and the policy framework within which the whole organisation operates.

This document can be found here.

6

Oasis IT Services

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

7

Service Provision 1

What’s the Need?

We believe that IT plays a key role in the successful delivery of Education, by supporting students in fulfilling their potential, teachers in delivering engaging and innovative lessons and by ensuring Academies can operate and communicate effectively and efficiently.

IT

Unlocking the potential of technology to support education and community transformation

8

The Oasis Wide Area Network spans all Oasis locations and provides key family wide strategic services including email, telephone, backups and internet access. The IT Group Infrastructure team maintains an estate of around 30,000 devices/250 servers located around the country, providing a platform to underpin the operations of the organisation. Data needs to be protected and managed to ensure compliance, specialist engineers manage and monitor Oasis firewalls to protect the organisation’s data from unauthorised access and to ensure that users are not exposed to inappropriate content.

IT is a key strategic asset for both the organisation as a whole and for each individual Academy which needs to be developed, refreshed and upgraded in a managed and controlled way to ensure that the expected benefits are realised. Ensuring compatibility between different elements of the solution and between different individual Academies allows the Oasis family of Academies to share best practice, innovations and collaborate in the achievement of their goals.

2

Governance The use of IT Systems and the retention of personal information is governed by a range of regulations and legislation. In order to effectively and efficiently operate an organisation that is the size of the Oasis family, there are a number of mandatory requirements around how processes are undertaken and how information is collected, used and stored. In order to ensure that Academies understand these requirements, IT Services developed and manage a policy framework within which we operate to ensure compliance and regularise our approach, protecting and safeguarding sensitive data.

The policy framework sets the scope within which services are managed and is detailed in the following policy documents: (i) Acceptable Use of Technologies Policy (AUP) (ii) Security Policy (iii) E-Safety Policy (iv) IT Asset Management Policy (v) Access to Services Our objectives are as follows: • To ensure that staff and students have access to the latest technology to support teaching and learning • To ensure that all staff and students receive a high quality, customer focused support service that helps them get the most out of the technology available • To ensure that data is stored securely and backed up • To provide a common set of communication and collaboration tools that allow staff and students to work effectively together on any device, from any location • To enable efficiency and economies of scale to be achieved by working as a group to procure IT related software, hardware and services

Oasis IT Services

3

Service Type

Who’s Who?

4

IT Services is an ‘end to end’ service led nationally, managed regionally and delivered locally.

Academies we serve North

Local Academy

Delivery

Site Operational Staff

Midlands

Site Based Teams and Mobile Techs

Site Based Teams and Mobile Techs

London and South East

South West Site Based Teams and Mobile Techs

Site Based Teams and Mobile Techs Jason Holyoake

Shahid Mahmood

Croydon (acting)

Sheffield

Cluster

Operational Management and Delivery

William Ramagge

Ian Barwick

Cluster Managers

North East Links

Ijaz Khan East

South

John Willetts

TBA

Manchester

North

Michael Lenton Central

National - IT Senior Leadership Team

National

Policy Governance and Strategic Leadership

Robert Caulfield

Marc Hundley

Simon Cleverley

RSDM

RSDM

RSDM

National Leadership Rob Lamont Head of IT Services

Rowland Cordery

Adam Turner

Mark Thornton

National IT Programme Manager

Group Infrastructure Manager

National Service Delivery Manager

Nic Amsdell RSDM

Simon Smith

Michelle Essel

Service Desk Manager

Contracts Administrator

9

Scope of Services

1

10

Data Services

2

Communication Services

3

Telephone System Services

4

Group Infrastructure Services

CiviCRM

Email Services

Cisco Phone System

IT Device Security

Group Network Infrastructure

PowerBI

Skype for Business Services

SIP Services – Telephony line rental

Mobile Device Management

Group Server Infrastructure

GroupCall

OasisZone Services

Mobile Phones

Remote Access Services (RDS)

Internet Filtering

Disaster Recovery Services

Internet Connections

Monitoring and Alerting Services

IT Data Security

Remote Password Reset

IT Perimeter Security (Firewalls)

Mandatory Services

Optional Services

Oasis IT Services

Scope of Services

5

Academy Infrastructure Services

6

7

IT Managed Services

8

Line of Business Applications

Professional Services

Server Infrastructure

Oasis Call Management System

National Service Desk

PSF Hosting

E-Learning

IT Project Management

IT Data Protection

Onsite IT Support

Cluster / Regional Management

Sims Core Software

Academy Council Systems

Educational ICT Consultancy

Microsoft Licensing

Change and Problem Management

National Management

Sims Enhanced Support

E-Safety

Network Infrastructure

Group Infrastructure Management

Managed Print Services

Sims Hosted Learning Gateway

Cashless Catering

Wireless Network Infrastructure

Local Wide Area Network Connectivity

Server and Network Hardware Warranty

Mandatory Services

Optional Services

11

National Annual Recharges Scope of Services

Overall National Totals

Charging Methodology

Notes

1. Data Services

£22,400

Total cost of data services is divided equally across all Academies

2. Communication Services

£210,000

Email and Skype for Business are a Proportion of the total Service Cost for the group based on the number of students in the Academy. OasisZone is a per Academy Charge

3. Telephone System Services

£47,760

Cost of maintaing telephony infrastructure is divided across all Academies

4. Group Infrastructure Services

£335,759

Proportion of the total Service Cost for the group based on the number of students in the Academy

5. Academy Infrastructure Services

£582,662

Location specific

The cost to each Academy relates to the number of servers and network equipment specific to that Academy

6. IT Managed Services

£2,589,000

Proportion of the total Service Cost for the group based on the number of students in the Academy

The Onsite Support Cost is calculated based on the Proportion of the total service cost for Primary and Secondary Onsite Support respectively not the group as a whole

7. Line of Business Applications

£318,741

Recharge depends on specific software used at your Academy

8. Professional Services

Optional

Charged on a per project basis dependant on the scope of the project

Please note all call costs are Academy specific

IT Fusion Educational ICT Projects are provided Free of Charge to Academies who wish to participate

Each Academy is charged a different rate based on the methodology above

12

Mandatory Services

Optional Services

Oasis IT Services

Accountability and Key Performance Indicators Accountability

Monthly KPI and Performance Reports to Academy, COO, RD’s

Attend Regional Service Delivery Meetings

Deliverable within benchmarks

The Oasis IT Service is accountable to the COO

2016/17 Benchmark

Response and Fix time for service incidents (See table P17)

Not less than 90%

Availability of Core IT (email, Sims, Remote access, OasisZone, internet etc) services

Not less than 90%

Academy Satisfaction Survey

More than 75%

Resolution and Requests

Not less than 90%

13

Key Performance Indicators Target Incident Response Times for IT Support

SECONDARY P1a

P1

P2

P3

P4

Response

5 minutes

10 minutes

10 minutes

30 minutes

2 hours

Fix

15 minutes

4 hours

8 hours

10 minutes

24hours

Response

5 minutes

10 minutes

10 minutes

30 minutes

2 hours

8 hours

8 hours

12 hours

24 hours

48 hours

Unavailable

Degraded Fix

PRIMARY Response

N/A

10 minutes

10 minutes

2 hours

4 hours

Fix

N/A

4 hours

8 hours

24 hours

24 hours

Response

N/A

10 minutes

10 minutes

2 hours

4 hours

Fix

N/A

8 hours

12 hours

48 hours

48 hours

Unavailable

Degraded

Note: Hours stated are ‘Working Hours’ defined as 08:00 to 18:00 Mon - Fri. Table outlines the response and fix times that are associated with each of the Priority levels that we currently have in use.

14

KPIs: TEACHER RESPONSE (P1a) These incidents are defined by a Class Teacher needing an immediate response.

GROUP OR CLASSROOM (P3) These incidents are defined as a group of users such as a classroom or a department.

MULTIPLE SITES AFFECTED (P1) These incidents are defined by a high number of users spread across more than one Academy being affected by the same incident at the same time.

SINGLE USER AFFECTED (P4) These incidents are defined as a single user being affected by an incident.

SINGLE SITE AFFECTED (P2) These incidents are defined by users at a single site (including the Oasis Centre Central Building) being affected by the same incident at the same time.

All requests generally have a response time of 48 hours.

People Directorate

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

15

Service Provision 1

People Directorate

What’s the Need?

With approaching 5,000 staff, our people are our most important ‘asset’ in delivering our vision. We aspire to cultivate exceptional people who work to support the delivery of exceptional education and positively transform communities.

The People Directorate (PD) provides strategic direction, advice and services together with organisational development. This includes the delivery of the following People Services: • Recruitment • Operations • Learning and Leadership Development OCL has a statutory obligation to meet mandatory legislation with associated good practice guidance to ensure: • Only those who are suitable to work with children are employed and allowed to enter our Academies (Safer Recruitment practices) • Fair and equal treatment of our employees at work (e.g. Union negotiation, development of policies and practices)

Providing strategic direction and advice through Recruitment, Operations and People Development

16

• Employees understand their rights • In addition to our statutory obligations, we believe that all employees should have the opportunity to develop themselves as leaders of self, and if desired, as leaders of people within the framework of the Oasis Vision and Ethos. To that end, we recruit train, develop and retain our employees by ensuring that they are competent, well equipped and informed to perform in their roles.

2

Governance To comply with: • Statutory Duties (e.g. Keeping Children Safe in Education September 2016) • Statutory Provision for T&C’s (e.g. Green and Burgundy Book) • Academies Financial Handbook • Scheme of Delegation • Current Employment Legislation and Case Law (e.g. Equalities Act 2010) • OCL HR Policies (e.g. Absence, Recruitment etc.)

The National PD team are responsible for policy development and updates in line with legislation, training on relevant areas and provision of advice.

The Academy Principal remains responsible for compliance to these policies and ensuring best practice within their Academy at a local level.

Principals work within the governance policy framework set by the National PD team, with oversight by Regional Directors.

People Directorate

3

Service Type The People Directorate Team delivers services at a National and

Who’s Who?

4

Regional level, with operational HR being delivered locally by Academy based staff who are line managed by their individual academies.

Academies we serve North

Regional

People function lead for the region Strategic Partnership with RD Operational oversight, audit, Advisory services, Training and Development

Regional HR Business Partners

Midlands

Adam Coates

Julie Byme

HRBP

HRBP

Dr Becky McKenzieYoung

Gemma McPhail

South West

Ross Dickerson HRBP

London and South East

Neeta Shah HRBP

National

National

National

Policy Governance Strategic Direction and Leadership Senior Leadership and National Recruitment Organisational Development Learning and Leadership Development

Operational and Leadership Support

Leadership Team

Operational Team

Director of People and Organisational Development

Murray McKirdle PA to Director of People and Organisational Development

Abbe Barneby

Head of Recruitment

Head of Leadership Development

Shevelle CopelandKelly

TBA

TBA

Recruitment Manager

Recruitment Co-ordinator

Admin Assistant

17

Scope of Services

1

18

Employee Relations

Policy Framework - creating implementing and reviewing policies

HRBP Advisor Service - working with RD providing guidance and advice on full range of people management

Toolkits/Templates and Guidance

High risk case intervention and support

National Trade Union agreements, negotiations and consultations

TUPE advice and support

Appraisal and Performance management support

iTrent System Management

Training and facilitation in people management

Mandatory Services

Optional Services

People Directorate

Scope of Services

2

Leadership and Recruitment

National Recruitment Brand Building

Toolkits/Templates and Guidance

Employment Contract Administration

Academy Recruitment Support

Managing Stakeholder Relationships eg TES/TeachFirst

Advertisement Arrangements

Pre-employment Audit Checks

HR Recruitment Support

Managing ARK/IFT Partnership (Teaching Training)

Candidate Management and Logistics including ATS

Recruitment Outreach and Brand Building

Attendance of Recruitment Fairs

End to End Leadership Recruitment

OCL Brand Recruitment Marketing and Advertising

HR System Starter Process

Organising Recruitment Events

National Team End to End Recruitment

Recruitment Advice and Guidance

Policy Framework

Support for Trust Wide Initiatives

Mandatory Services

Optional Services

19

Scope of Services

3

20

People/Leadership Development

Apprenticeship Levy Programme Development and Delivery

Safer Recruitment Training

Creation and Implementation of Leadership Training

Creation and development of professional development for all roles

Comprehensive Leadership Development

OasisZone Training Zone Portal access to personalised induction, training and development resources

Mandatory Services

Optional Services

People Directorate

National Annual Recharges Scope of Services

Charging Methodology

1. Employee Relations

This is included in the 4.5% GAG recharge

2. Leadership and National Recruitment

This is included in the 4.5% GAG recharge

3. People Development

This is included in the 4.5% GAG recharge

21

Accountability Transparency, Accountability and Reporting

The People Directorate is accountable to the COO

22

OCL Casework Report and Risk Management

Monthly Recruitment Reports

Attend Regional Service Delivery Meetings

People Directorate Reports - Regional and National

Property, Estates and New Business

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

23

Service Provision 1

What’s the Need?

Our built estate is leased on individual 125 year fully insuring and repairing leases, which includes the obligation ‘to keep in good repair and order’ our building fabric and services.

Oasis Community Learning have a statutory duty to meet mandatory legislation with associated good practice guidance to ensure our buildings and services are safe, operational and not at risk of critical failure.

The conditions of the environment within which our young people learn can considerably influence their progress. The temperature, light levels, air quality, acoustics, quality and comfort are all ‘enabling factors’ that can support exceptional education.

Supporting the best possible learning outcomes, whilst safeguarding and reducing the risk, through maintaining and improving the built assets, and developing the estate to meet future aspirations 24

2

Governance To comply with our leasehold obligations, statutory duties and the requirements of the Academies’ Handbook (DfE), the Property, Estates and New Business function works within the scope of the ‘Buildings Asset Management Policy’ (OasisZone) This policy directs the following: • All property operations and change will be led within the Property, Estates and New Business Department • National and regional procurement pre-selects a range of contractors/suppliers that must be used to ensure wider value for money from bulked procurement and a consistent quality • The Academy Principal remains responsible for all Health and Safety matters, with this service provision completing site and premises Health and Safety matters on their behalf • Cleaning teams/contractors will be directed on a day to day basis by the Property and Estates Team but will be line managed by Academy staff • The service works to a detailed operational handbook for a consistent quality in approach • The level and type of the planned maintenance is directed nationally • The frequency of life cycle renewal is directed nationally • PFI contracts are directly managed by individual Academies, with technical support and advice from the Property and Estates Team • The Sodexo catering contract is locally managed by individual Academies

Property, Estates and New Business

3

Service Type The repairs and maintenance service is an ‘end to end’ service led nationally,

Who’s Who?

4

managed regionally and delivered locally.

Academies we serve North

Local Academy

Delivery

Site Lead FM and Site Teams

Regional

South West

Site Based Teams

Site Based Teams

Site Based Teams

Site Based Teams

Matt Donson

Andy Concannon

David Sanders

Peter Stone

Deputy RAM/ Regional Lead FM

Deputy RAM/ Regional Lead FM

Paul Boothman

Jules Curtin-Sewell

Deputy RAM/ Regional Lead FM

Operational Leadership and Delivery

Midlands

London and South East

Deputy RAM/ Regional Lead FM

Regional Management Team Sharon Bingham

Giulio Gambardella

Regional Asset Manager

Regional Asset Manager

Regional Asset Manager

Regional Asset Manager

National

National

Policy Governance and Strategic Leadership

National Leadership Team

Andy Simpson Director of Service

Chris Hodgins Head of Property Operations

Gerald Williams Senior Surveyor Capital Projects

Bryan Goddard

Debbie Smith

PM: Health and Safety Catering Procurement

Head of Development and New Business

25

Scope of Services

1

Repairs and Maintenance Managed Service (Non PFI)

Primary £11,016 Secondary £16,231 All-Through or Multi-Site £20,142

26

Assisting Academies to plan and budget for repairs and maintenance

Asbestos management

Statutory record keeping

Management of security services

Statutory Compliance Activities

Planned servicing of plant/services (PPM)

Manage the assets policy

Compliance Audit

Manage latent defects matters (12years)

Reactive repairs and requests

Cyclical painting and repairs

120 courses of CPD to meet statutory obligation for all staff technical training

Energy monitoring and reduction

Premises emergencies

Grounds maintenance

Hygiene and cleaning consumables

Completing Handsam ‘site’ tasks

Porterage

Leading cleaning operations and quality (Excluding line management)

National, regional, local procurement (site and premises)

Caretaking

Mandatory Services

Optional Services

Property, Estates and New Business

Scope of Services

2

Repairs and Maintenance Managed Service (PFI)

ÂŁ8,007 per Academy

3

Capital Planning and Projects Managed Services

These costs are included in Section 1

Attend regular PFI provider reviews

Support critical incidents

Capital Programme Management

30 year life cycle projections and planning

5 year estate plan

Paper statutory compliance Audit

Review site conditions to PFI output specifications

National condition surveys

Administration of pooled capital funds

Project Management of Capital Projects

Manage end of defects periods

National condition/assets data system

Community Use Agreement

Management of granting of lease, license, rental agreements

Applications for EFA significant changes

Design and build contract novation

Agreement of any term arrangement/contract

Leasehold consents

Review regular PFI provider reports

PFI contracts are led and managed by individual Academies with technical support from Property and Estates and New Business

Mandatory Services

Optional Services

27

Scope of Services

4

5

Health and Safety Audit, Governance, Support Service

£1,065 per Academy

28

Handsam Health and Safety Compliance System

Primary £514 Secondary £1029 All-Through or Multi-Site £1,543

Annual and regional training for Academy Health and Safety champions

Policy responsibility and leadership

Online training for Health and Safety champions

License costs

Health and Safety Q&A support service

Termly site and premises Audit

Bi-annual non premises Health and Safety Audit

National and regional reporting

Academy Health and Safety “challenge and review” where high risk

Procure and manage National Health and Safety Consultant

Governance reporting

Mandatory Services

Optional Services

Consultant and system management

Scope of Services

6

Handsam Critical Incident Module and Planning

ÂŁ191 per Academy

License Costs

7

National Catering Contract Support (Sodexo)

ÂŁ790 per Academy

National monitoring, challenge and review

Consultant and system management

Annual budget setting, support and determination

Transfer TUPE and mobilisation support

Catering policy responsibility

Intervention support where concerns

Bi-annual food quality Audit

National contract management and oversight

The Sodexo contract is a locally managed, Academy led contract

Mandatory Services

Optional Services

29

Scope of Services

8

National, Regional, Clustered and Local Procurement (Site and Premises)

These costs are included in 1

30

Energy

Security

Cleaning

Other nationally lead procurement areas

Insurance

Mechanical and electrical services (PPM)

Grounds maintenance

Hygiene services

Mandatory Services

Optional Services

Property, Estates and New Business

Scope of Services

9

Development and New Business

Strategic business development

Supporting growth strategies

Programme management: new Academies

Project management: new Academies

Governance reporting

Supporting free school bids and other new businesses

Project management and TBN new schools

Project management support on expansion of existing schools

Mandatory Services

Optional Services

31

National Annual Recharges Individual pricing from the previous pages are amalgamated to this table for totals.

Service Areas

Totals

Primary (Non PFI) 1, 5, 6, 7, 8, 10 (Without national catering)

£12,786.00

With national catering

£13,576.00

Primary (PFI) 2, 5, 6, 7, 8 (Without national catering)

£9,777.00

With national catering

£10,576.00

Secondary (Non PFI) 1, 5, 6, 7, 8, 10 (Without national catering)

£18,516.00

With national catering

£19,306.00

Secondary (PFI) 2, 5, 6, 7, 8 (Without national catering)

£10,292.00

With national catering

£11,082.00

All-Through/Multi-Site

32

1, 5, 6, 7, 8, 10 (Without national catering)

£22,941.00

With national catering

£23,731.00

Property, Estates and New Business

Accountability Transparency and Accountability

Monthly KPI performance report to Academy

Monthly regional KPI performance report to RDs

Termly budget reconciliation statement to Academy

Report and attend regional service delivery meetings

Joint termly ‘look and feel’ assessment

Monthly service reports to Chief Operating Officer

PSF access to all paid order values

Access to all committed order values

Regular review meetings

Monthly budget report actual vs budget

Property, Estates and New Business is accountable to the COO

33

Key Performance Indicators Deliverable

2016/17 Benchmark

Achieve statutory compliance benchmark for ‘site and premises’ (paper Audit)

Not less than 95%

Achieve compliance of Handsam tasks labelled ‘site’

Not less than 95%

Response to Academy site requests within deadlines (once service desk system in place):

34

Within 1 hour Within 4 hours Within 24 hours

95% 95% 95%

Academy satisfaction survey - overall % result

More than 75%

Loss of teaching time (from failure of service provision)

Zero days

Unjustified variance of repairs and maintenance annual budget to actual position @ year end

Within 5%

RIDDORS (related to a failure in service provision)

Zero

Finance

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

35

Service Provision 1

What’s the Need?

The financial climate for schools and Academies over the coming years is set to be extremely challenging.

Income per student will be static at best and many Academies who currently enjoy income from Minimum Funding Guarantee, Income Protection and Education Services Grant will actually see significant falls in income.

Our overall strategy for the coming years focuses on how we can reduce cost through administrative efficiency, better procurement, improved forecasting, training, benchmarking and technological improvements.

Organisational risk and sustainability are underpinned by careful financial planning, control and operations.

Secure, straightforward and supportive financial information in the hands of decision makers

2

Governance A policy framework is in place, together with our financial handbook to ensure our statutory obligations are adhered to and managed.

Both the policy framework and Audit should ensure our financial processes are: • Secure – the numbers must be right, our money must be safe • Straightforward – financial processes should be easy to understand, financial reports should be clear to users • Supportive – financial information must answer the questions decision makers are asking, we must help users make the best decisions they can when deploying resources

With an income of over £170m, and purchasing of goods and services around £54m each year, finance is a significant foundation block serving our operation.

Outcomes from Governance Framework should ensure we are:

The process of putting together accounts, budgets and forecasts is an essential part of making sure scarce resources are deployed to best effect, with optimised efficiency.

• Consistent everywhere

• Cost effective at the Academy and National Office • Understood: training is a vital part of securing value • Make use of economies of scale (sharing skills and taking opportunities to work in clusters) The National Finance team are responsible to the Board for the provision of financial governance (strategy, policy, monitoring, reporting and Audit).

Included within this governance remit are: • • • • •

36

Statutory accounts and returns Internal and external Audit Tax management and compliance Policy Treasury management

Finance

3

Service Type Finance is currently working through a transition towards an ‘end to end’ service

Who’s Who?

4

whereby regional/clustered groups of (2-8) Academies will be served by an experienced, professional accountant and support team.

Academies we serve North

Midlands

Nick Hewitt

Louise Phillips

Elaine Miller

Oksana Flyud

North West

Midlands

North Bristol

Croydon

Sue Trill

TBA

South Bristol

Kent and Essex

Tahira Rasul

TBA

Ben Wythe

North Central

Southampton

Central LSE

Simon Pinchbeck North East

Cluster

Operational Leadership

South West

London and South East

Cluster Finance Leads (Academy led)

Herbie Spence Enfield

National

National

Policy Governance and Strategic Leadership

Mark Orrell Director of Finance

Sarah Howells Head of Academy Finance

Matthew Visick-Evans Head of National Finance

37

Scope of Services

1

Audit oversight and coordination

Companies House reporting

Monthly VAT returns

HMRC returns

HMRC PSA agreement administration

EFA Returns

DFE Returns

Monthly management account reporting

Quarterly and year end reporting

Cash flow projections

38

2

Governance and Reporting

Mandatory Services

Optional Services

Support

External Audit function

Finance

Scope of Services

3

4

Financial Processing (Academies and National Office)

Contract/System Procurement and Management

Income processing (GAG, PP, UIFSM, Rates, Insurance)

Cash flow work

Academy query resolution and month-end support

Buildings insurance

Energy

Bank sweep and fund matching

Credit card management

Weekly payment runs

Transaction processing

PSF Administration and Support

Monthly reports and statements

Intercompany transactions

Expenses processing (payroll, suppliers, personal expenses/ benefits, intra-company expenses/invoices)

Administration of systems

Mandatory Services

Optional Services

39

Scope of Services

5

Financial Strategy - Governance

6

Business Support

Policy and Handbook Management

Reserves Management

Capital building projects monitoring and oversight

Capital IT projects monitoring and oversight

National and regional finance training/events

National Finance representation in Executive team and to board

Cluster and Regional leadership

New business capital project monitoring and oversight

Capital processing of income and expenditure

Coaching and mentoring support

Academy recruitment support

Academy budget efficiency planning and modelling

Interim capacity support

Stimulate and share best practice

5 year budget models and associated training

40

7

Training and Development Support

Mandatory Services

Optional Services

Finance

National Annual Recharges Scope of Services

Overall Totals

Charging Methodology

1. Governance and Reporting

£68,897

This is included in the 4.5% GAG recharge

2. Audit and Assurance

£196,255

This is included in the 4.5% GAG recharge

3. Financial Processing (Academies and National Office)

£95,497

Equal fixed charge Proportion of GAG

4. Contract/System Procurement and Management

£56,272

Staff numbers Equal fixed charge proportion of GAG

5. Financial Strategy - Governance

£76,335

This is included in the 4.5% GAG recharge

6. Business Support

£104,719

Proportion of GAG

7. Training and Development Support

£33,769

Proportion of GAG

41

Accountability Accountability

Finance is accountable to the Accounting Officer for OCL, the COO, CEO and OCL Board via the Finance Committee

42

Monthly management accounting

Financial policy, strategy and handbook

Annual management accounting

Statutory returns and accounting (HMRC, EFA, DfE, Companies House)

Holding Academies to account for sustainable efficiency

Communications and Development

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

43

Service Provision 1

What’s the Need?

An organisation’s ‘brand’ is more than just its logo or visual presence. It is the complete expression of ethos, values, personality and services.

Communications & Development

Providing services and developing tools for collaboration and communication which increase productivity together with ensuring brand consistency and engagement in order to help delivery of the very best educational offer 44

We need to ensure the OCL ‘brand’ is consistent - visually, verbally and digitally, and does justice to our ethos and the work we do.

Communications and Development offer strategic advice and services facilitating the delivery, management and support of Visual Brand, Marketing, Design and Media, Editorial, Press and PR, Events, Web and SharePoint Development and Training Services. Some of the services we offer are mandatory, to ensure consistency and compliance, and some are optional.

By developing tools for collaboration and communication, we are providing services to improve productivity for our thousands of staff and students and ensuring maximum engagement with both internal and external audiences. As a consequence, we are helping OCL to become a significant employer of choice and each Academy to become the school of choice, ensuring that every student receives the very best educational offer.

2

Governance Communications and Development are a National Team responsible for developing and delivering collaboration and communication tools which enable the National Office and Academies to produce marketing materials (e.g. website copy / prospectuses) which comply with: • DfE - What Academies, free schools and colleges should publish online (2016) • DfE - THE SCHOOL INFORMATION (ENGLAND) (AMENDMENT) REGULATIONS (2016) • DfE - Academies’ Financial Handbook (2016) • CC8 - “Internal Financial Controls for Charities” (2012) • Ofsted - School Inspection Handbook (2016) • Oasis Master Funding Agreement • The Data Protection Act (1998) • Freedom of Information Act (2000) • Web Content Accessibility Guidelines (WCAG) 2.0 [WCAG20].

The team are also responsible for developing strategy and policy which provides guidance on all aspects of Brand to ensure all visual, verbal and digital representation follows requisite style and reflects the Oasis Ethos and Tone of Voice.

Note that Academy Principals are responsible for ensuring that: • All statutory/mandatory information is present and accurate • The required sign-off process is followed regarding brand compliance (this includes any design undertaken by appointed 3rd parties) • The required sign-off process is followed regarding Press engagement

Service Type

4

National service

Who’s Who?

Communications and Development

3

Academies we serve National Policy, Governance, Strategic and Operational Leadership and Programme Management

National Head of Communication National Head of Development

Sue Robbins

Shelagh Russell

Communication

Development

Web design, development, support and project management

Amine Touati

SharePoint development, support and project management

Abul Hassan

Marketing and project management

Design and Media

Jayraj Sangha

Tom Brooksbank

TBA

Editorial

Hannah Skinner

Press and PR

Ben Cowdrey 45

Scope of Services

1

2

Design and Multi Media (Mandatory Services)

£ 1,600 per Academy

Digital Editing (Mandatory Services)

£ 1,200 per Academy

Brand Management

Brand Tool Kit/Guidelines

Brand Sign Off and Approval

Academy Website Content Audit

Tone of Voice Guidelines

OCL Website

Uniform Guidelines

Brand Consultation

Digital Display Design

OasisZone & SharePoint and National Platform Copy Writing

National Weekly Services Bulletin management and Production

OasisZone & SharePoint Content Management

Photography Shoots

Posters/Flyers/Banners etc online and Print

Specific Uniform design

Regional Social Media Consultancy

National Social media generation & Local Social Media Training

National Social media Policy/Guidelines

Photographic editing

Video production and project management

News Story generation for all platforms

Copy Writing and Proofing (not connected to other projects)

Academy Website edits

Specific Social Media Campaigns

Mandatory Services 46

Optional Services

All additional , optional services will be charged at £35.00 per hour plus travel where relevant. Estimates will be submitted for each enquiry.

Communications and Development

Scope of Services

3

4

Marketing

(Mandatory Services)

£ 1,500 per Academy

Events

(Mandatory Services)

OasisZone - Internal Marketing

National Student Awards project management and delivery

Prospectus Templates

Academy Websites

Local event planning and project management eg openings

Marketing Consultations for specific purpose

Marketing Plans and Campaigns

(Mandatory Services)

£ 1,600 per Academy

£700 per Academy

Marketing OCL as MAT

5

Press and PR

Event Consultations

Full prospectus generation and production

Press /MediaGuidelines

Local Press /Media Engagement

National Press/Media Engagement

Selling in Opportunities to National and Local Media outlets

Media Monitoring and data gathering

On call emergency press assistance

Weekly education media digest

Weekly education media digest

Specific local press campaigns

Mandatory Services

Optional Services

All additional , optional services will be charged at £35.00 per hour plus travel where relevant. Estimates will be submitted for each enquiry.

47

Scope of Services

6

OasisZone National Portal

£875 Primary £2,200 Secondary All Through and Multi Site

7

AcademyZone sites

£1,850 Primary £3,000 Secondary/ All Through and Multi Site (Optional) Bespoke SharePoint site for all Academy Staff to Staff and Staff to Student Communication

Websites

£ 2,090 per Academy

File storage

Policy Area

Resources

Access to SharePoint and Office 365

£95 Training

News Engine for local, regional & National News

Office 365 tools for Collaboration & Communication

£884 Support – including 3rd line support to IT

SharePoint troubleshoot

SharePoint Security (policy, compliance, backup, data protection)

£261 Consultancy/3rd Party Contract Management

Mandatory Services 48

8

Optional Services

£850 Development

All additional, optional services will be charged at £35.00 per hour plus travel where relevant. Estimates will be submitted for each enquiry.

Communications and Development

National Annual Recharges Priced Serviced Catalogue

Primary

Secondary/ All-Through & Multi Site

Charging Methodology

Design and Multi Media

£1,600

£1,600

Per Academy

Digital Editing

£1,200

£1,200

Per Academy

Marketing

£1,500

£1,500

Per Academy

Events

£700

£700

Per Academy

Press & PR

£1,600

£1,600

Per Academy

OasisZone National Portal

£875

£2,090

Per Academy

Websites

£2,090

£2,090

Per Academy

TOTALS

£9,565

£10,780

Per Academy

49

Accountability Accountability

Communications and Development is accountable to the COO

50

KPI Services Report

National Service Reports

Bulletin, Website, Social Media, Statistic Report

Attendance at Regional Service Delivery Meetings

Compliance

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

51

Service Provision 1

What’s the Need?

Oasis Community Learning seeks to ensure that the organisation’s business practices conform to applicable laws and regulations at all times as well as adopting ethical business principles, based on the Oasis Values and Habits.

The compliance function monitors, audits and advises the organisation on meeting our regulatory requirements.

It also overseas the creation and implementation of all aspects associated with payroll and pensions.

Governing Organisational Compliance

52

2

Governance Oasis Community Learning is one legal entity and is accountable for all Oasis Academies. The OCL Board has ultimate responsibility for the governance of our activities.

The organisation has a statutory duty and obligations under the Master Funding Agreement to ensure compliance with a range of requirements, including the Academies’ Financial Handbook, Charities Legislation, and a raft of DfE guidance.

This function manages and assesses risk in compliance across a number of regulatory areas.

Compliance

3

Service Type Compliance is a national function only

4

Who’s Who?

Academies we serve Regional Regional

Midlands Cluster

Payroll Cluster Lead

Vicki Jones

National National

Strategic Leadership

Head of Compliance

Sarah Graham

National

Operational

Compliance Lead

Yaaba Eruzah

National

Operational

Internal Audit Lead

Michelle Nelson

National

Strategic and Operational

Head of Pensions and Payroll Information Services

Lee Tyler

National

Operational

Pensions and Payroll

Mobin Mohanan Deputy Payroll Manager

Sandra Lyttle HRIS Development and Support Officer

Piara Begum Payroll Specialist

Geoff Connal Pension Specialist

Iman Saad Payroll and Pension Helpdesk Officer

53

Scope of Services

1

54

Compliance Services

Advice to the OCL Executive Team

Monitoring of Statutory Change and Updates

Internal Audit

Review of relevant policies and procedures

Reporting

Knowledge base

Mandatory Services

Optional Services

Scope of Services

2

Payroll and Pensions

Advice on teachers pay progression; settlements after pay matters

Employee advice service

ONS Returns

Year-end reconciliation

National office staff processing

Migrations and Implementation projects

iTrent Self service support

TASR Annual service returns

Pensions caseworks (ill health, death and retirement)

iTrent system management and change

Auto-pensions enrolment

HRIS returns and reports

PMI and Childcare vouchers management

TUPE support and advice

Pension fund management

Policy Framework

Union Relations Management

55

National Annual Recharges Scope of services

Overall National Totals

Charging Methodology

1. Compliance Services

£396.29

Per Academy

2. Compliance and Audit (HR)

£41,394

Students/Staff Numbers

3. Payroll and Pensions

£211,929

Students/Staff Numbers

Accountability

Compliance is accountable to the Group CEO

Annual Review of Academies Financial Handbook Requirements

Input into Audit and Risk Committee

56

Internal Audit Programme

Compliance against HMRC and other Statutory Requirements

Governance/ Academy Council Services

NATIONAL SERVICES DIRECTORY DRAFT: 2016/2017

57

Service Provision 1

Governance

What’s the Need?

Oasis’ Vision is for community – a place where everyone is included, making a contribution and reaching their God–given potential.

Oasis’ Mission is to work in an inclusive, integrated, empowering and comprehensive way so that all people experience wholeness and fullness of life.

Our way of doing this is by building Community Hubs of which Academies are a key part.

Supporting the effective formation, change and function of Academy Councils

58

The underlying principle of the OCL governance model is that local and national governance work together, each providing an element of governance that the other cannot. The National Board and National Staff cannot, because of their national roles, provide a local understanding; and the Academy Council, because it is a local body, cannot provide educational oversight and services that national governance brings.

Working together however, both parties provide a very strong governance model.

The Oasis Governance Service is here to support and advise, whilst ensuring that systems are in place to enable both national and local governance of Academies to operate seamlessly within a national, regional and local context.

2

Governance Professional Education governance is provided continually through our CEO and Regional Directors. However, OCL is one legal entity that is accountable for all Oasis Academies. As such, the OCL Board has ultimate responsibility for all of the Oasis Academies and is the Governing Body for all Oasis Academies.

Service Type

4

Oasis Governance service is a national service with regional support via regional coordinators. (PA’s to RDs)

Governance Services (Academy Council)

3

Who’s Who?

Academies we serve North

Midlands

South West

London and South East

Regional

Regional

Support to Academy Councils

PA’s /EA’s to Regional Directors

Jonathan Ford

Esther Foster

Executive Assistant

Executive Assistant

Norma Downer-Powell

Norma Downer-Powell

Head of Governance Services

Head of Governance Services

Sam RusseJones Executive Assistant

Lara Fisher Executive Assistant

National

National

Policy Governance and Strategic Leadership

Head of Governance and PA Support

Head of Governance

Fran Wisniewska Personal Assistant

Luke Jackson Apprentice

59

Scope of Services

1

Establish ACs for conversions and new Academies / Support Change new positions

Establish new AC on conversion

Support new AC members on to established councils

Run AC recruitment events and work with external organisations to promote role

2

Mandatory Services

Audit

Produce and keep updated AC handbook

Recruit, train, support and develop Regional Co-ordinators

Attendance at AC meetings (ad hoc)

Review minutes and action logs RAG rating as oversight together with effective function

Support new AC members on to established councils

Suite of training opportunities

Specific support/ training for Chairs and Vice Chairs

Improve quality of minutes and records to a consistent standard

AC Support on parental complaints and exclusions

Termly ACs E-Briefing

General guidance and support (ACs, RDs, Principals)

Recruit and refresh AC membership

Deal with F.O.I requests

60

3

Support

Optional Services

Audit of scheduled and actual meetings

Governance Services (Academy Council)

National Annual Recharges Priced Serviced Catalogue

Primary and Secondary

1. Establish and Maintain

This is included in the 4.5% GAG recharge

2. Support Services

This is included in the 4.5% GAG recharge

3. Audit Services

This is included in the 4.5% GAG recharge

Academy Councils and the Head of Governance are accountable to the Group CEO 61

Key Contacts

John Barneby Chief Operating Officer E: john.barneby@oasisuk.org T: 07827 291722

Mark Orrell Director of Finance E: mark.orrell@oasisuk.org T: 07887 687544

Gemma McPhail Head of Recruitment E: gemma.mcphail@oasisuk.org T: 07788 367166

Rachael Bhebhe EA to John Barneby E: rachael.bhebhe@oasisuk.org T: 020 7921 4370

Lyn Ransom Executive Assistant to Mark Orrell E: lyn.ransom@oasisuk.org T: 020 7921 4246

Sarah Graham Head of Compliance E: sarah.graham@oasisuk.org T: 07827 930668

Andy Simpson Director of Service E: andrew.simpson@oasisuk.org T: 07500 665593

Matthew Visick-Evans Head of National Finance E: matthew.visick-evans@oasisuk.org T: 07972 186280

Norma Downer-Powell Head of Governance E: norma.downer-powell@oasisuk.org T: 07824 567638

Claudia Hardy PA and Technical Administrator Property, Estates and New Business E: claudia.hardy@oasisuk.org T: 020 7921 4687

Sarah Howells Head of Academy Finance E: sarah.howells2@oasisuk.org T: 07920 846019

Fran Wisniewska PA to Norma Downer-Powell E: fran.wisniewska@oasisuk.org T: 07870 165303

Rob Lamont Head of IT Services E: rob.lamont@oasisuk.org T: 07500 124375

Shelagh Russel Head of Development E: shelagh.russell@oasisuk.org T: 07747 77677

Debbie Smith Head of Development & New Business E: deborah.smith@oasisuk.org T: 07738 360197

Dr Becky McKenzie-Young Director of People and Organisational Development E: becky.mackenzie@oasisuk.org T: 07867 521972

Sue Robbins Head of Communications E: sue.robbins@oasisuk.org T: 07876 031659

Bryan Goddard Project Manager: Health & Safety, Catering, Procurement E: bryan.goddard@oasisuk.org T: 07557 202891

Murray McKirdle PA to Dr Becky McKenzie-Young E: murray.mckirdle@oasisuk.org T: 07771 885446

Chris Hodgins Head of Property Operations E: chris.hodgins@oasisuk.org T: 07920 456442

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