Trust Presentation

1. Trust Presentation • This is the information that was presented to Parents and Stakeholders at our consultation meetings on March 12th and 13th. • We really would appreciate your feedback and are more than happy to answer any questions or concerns you may have.

2. Formal consultation on the proposal that: Hadrian School, Newcastle Bridges School, Thomas Bewick School and Sir Charles Parsons School, move to become Foundation Schools and acquire Trust Status.

3. Why? Why do the four schools want to become Foundation Schools in a partnership trust?

4. To improve the provision the schools make for their children, young people and their families.

5. These changes present both: • a challenge to schools, and; • the possibility of seizing new opportunities. School organisation and control is changing Funding for schools is changing Legislation concerning Special Educational Needs is changing

6. and The local authority, as its capacity reduces, may find it more difficulty to provide co-ordinated support to the special school sector. Schools will need to work much more closely with Health and Social Care following the implementation of the SEN Green Paper. The development of academies and free schools may result in changes in relationships between the Newcastle family of schools. The SEN Green Paper may lead to greater competition from providers outside the Newcastle Special Schools group, i.e. from independent specialist schools. Small and relatively independent Special Schools may find it difficult to ensure that they retain appropriate strategic influence.

7. In the face of these changes the schools have three basic choices • To stay as they are • (i.e. as individual local authority community special schools). 2. To become Academies (either individually or as a group) Academies are state funded schools which are independent of local authority control, but are answerable to the Department for Education. 3. To become Foundation Schools (individually or as a group) A Foundation School is a local authority maintained school which is supported by a charitable trust (with a status similar to Voluntary Aided faith schools)

8. Which option? The Head Teachers and Governing Bodies of each of the schools have given careful consideration to the pros and cons of: ~ remaining a maintained community LA school ~ becoming an academy (individually or collectively) ~ becoming a foundation school (individually or collectively)

9. Option1: Remaining as Community Special Schools Pros: There is no change Provision for children and young people is of a high quality Parents and carers overall, have confidence in and are happy with the provision the schools are making for their children Staff feel secure in remaining local authority employees Buildings, land ownership and PFI arrangements remain as they are. Cons: In a changing world …….. Small can be vulnerable Small can be isolated Small may not be heard Small can be ignored.

10. Option 2: Becoming Academies either individually or collectively Pros: The school controls its own assets The school has greater autonomy The school has more financial flexibility. Cons: Staff insecurity with respect to terms and conditions Weaken the impact of LA central services Direct control from central government Admissions are still controlled by the LA.

11. Option 3: Becoming Foundation Schools either individually or collectively • Pros: • Strength in partnership • improved provision, outcomes and opportunities • commissioning services • security in strategic planning • A shared sense of purpose • A greater voice • Championing the needs of vulnerable children and young people in and out of • school • A stronger identity locally, regionally and nationally • Control of our own assets. • Cons: • Capacity • Compromise

12. The Governing Bodies and Head Teachers of each of the four schools want to become Foundation Schools as part of a collaborative trust because they firmly believe this will help them: ~ adapt to the current and possible future changes in education more effectively; ~ maximise the opportunities these changes may offer; ~ and, most importantly: ensure that they can maintain and further improve the provision they make for their children and young people.

13. If the schools become Foundation Schools as part of a collaborative Trust: • The children and young people won’t notice any difference in their schools • Parents and carers won’t see any difference in the way their child is supported • Staff won’t see any difference in the organisation and running of the schools.

14. As time goes by: • The children and young people should see – improved provision, opportunities and outcomes and feel confident that their individual needs will continue to be met. • Parents and carers should see – security of provision; increased opportunities for their children; a strong community of schools working together for the good of their children; stronger advocacy for their children. • Staff should see – increased opportunities and support for career development; security; job satisfaction; shared vision for the benefit of our vulnerable children and young people; greater opportunities for our pupils.

15. Our vision for our schools, the children, young people and their families.

16. Newcastle Compass Trust • Setting the direction for specialist education • Journeying together • Learning together • Stronger together • Through collaboration, innovation and challenge the Trust will: • improve the educational experience and achievements of its pupils • advocate on behalf of its pupils, their parents and carers, to develop and improve the quality of services they are offered or may require • work in partnership with other agencies to improve the continuity and provision of services both across the Trust and the wider education, social care and health communities • promote the efficient, effective and creative use of its partnership resources • provide a framework for challenge across its schools.

17. Please ask questions. Please return your questionnaires.