EXECUTIVE BOARD - 22 JULY 2008
Title of paper: Approval of Building Schools for the Key Decision: Future (BSF) Wave 5 Strategy for NO Change (SfC) Part 1
Chief Officer(s): Graham Feek Wards affected: Director Resources ALL Children’s Services
Portfolio Holder(s): Councillor David Mellen Date of consultation Portfolio Holder for Children’s Services with Portfolio Holder(s): Thursday 12 June 2008
Contact Officer(s): Jim Mason BSF Programme Director Children’s Services
Summary of issues raised:
The City Council has been successful in implementing its BSF Wave 2 programme. Building on this success the City Council has been included in a further BSF Wave 5 and as part of the process a SfC Part 1 has to be produced which provides an overview of the education strategy and details proposals for the school and the impact on Further Education. The Executive Board is asked to approve the SfC Part 1 so it can be submitted for Ministerial approval.
Summary of recommendations: Summary of Implications:
The Executive Board is asked to approve Approval of the SfC Part 1 will mean the the Wave 5 SfC Part 1 shown at Appendix Wave 5 programme remains on timetable. A to this report. Any delay would potentially introduce slippage in the programme and affect the opening of the new and refurbished schools, the first of which are expected to be delivered in September 2012.
Impact on corporate objectives: Benefits to customers/service users:
The approval of the Wave 5 SfC Part 1 is a key The BSF programme is fundamental to milestone in the Wave 5 programme. The Nottingham’s commitment to raising programme will have a positive impact on educational outcomes and the life chances educational attainment through the for this and future generations of transformation of the Authority’s secondary and Nottingham’s young people. The level of special school estate, as well as on local investment that the programme will deliver regeneration and sustainability. over its lifetime is likely to exceed £250m and allows a once in a generational opportunity to shift educational attainment through the provision of 21st century facilities that maximise the opportunities for effective teaching and learning.
1 KEY DECISION
This matter is not the subject of a Key Decision, but is a milestone in a process leading to key decisions.
2 RECOMMENDATIONS
2.1 The Executive Board is asked to approve the Wave 5 SfC Part 1 shown at Appendix A to this report.
3 REASONS FOR RECOMMENDATIONS
3.1 The approval of the SfC Part 1 is a key milestone in the Wave 5 programme. Once the SfC Part 1 is approved by the Executive Board it can be submitted for Ministerial approval.
4 BACKGROUND
4.1 BSF is a government initiative aiming to promote a change in the quality of the nation's educational provision. BSF is a 10-15 year programme aimed at re-building and renewing school facilities so that every secondary school in England has 21st Century facilities. For Nottingham this will mean an initial investment of over £90m in Wave 2 which will create better schools to learn in, teach in and work in.
4.2 Following a lengthy procurement process which began in early November 2006, Inspired Spaces was announced as the Selected Bidder following Executive Board approval on 22 January 2008. The project reached Financial Close on 13 June 2008 when the Local Education Partnership (LEP) was established.
4.3 The City Council has been successful in being included in a further BSF Wave 5 which will lead to further funding being made available to complete the transformation of secondary education in the City by renovating the remaining Community Schools and completing the renovation of Special Provision. It is anticipated that the Wave 5 funding will be similar to that of Wave 2 funding.
5 PROPOSALS
5.1 Wave 5 will cover Fernwood School and Technology College, Top Valley School and Engineering College, Trinity School and Performing Arts College, Nottingham Bluecoat School and Technology College (Aspley) and Manning Girls’ School along with Westbury Special School (EBD). Pupil Referral Unit (PRU) provision will also be reviewed and new PRUs will be developed in each Learning Zone Area.
6 TIMESCALE FOR IMPLEMENTATION OF PROPOSALS
6.1 Following Ministerial approval of the SfC Part 1, the key Wave 5 programme milestones are as follows; • SfC Part 2 produced Aug – Sept 2008 • Executive Board approval of SfC Part 2 Dec 2008 • SfC Part 2 submitted to Partnerships for Schools End Dec 2008 and the Department of Children, Schools and Families (DCSF) for approval • Outline Business Case (OBC) produced Feb – June 2009 • Stage 1 and Stage 2 approvals Oct 2009 – Oct 2010 • Phase 1 Financial Close Nov/Dec 2010 • Start of construction work on Phase 1 schemes Jan 2011 • Phase 1 schemes open Sept 2012 • All Wave 5 schemes completed Sept 2014
7 OTHER OPTIONS CONSIDERED IN MAKING RECOMMENDATIONS
7.1 The recommendations embodied in this report were the subject of extensive consideration and consultation during preparation for Wave 2. Therefore no further options are considered appropriate at this time.
8 FINANCIAL IMPLICATIONS
8.1 The Strategy for Change Part 1 document is one part of a process that the City Council has to go through in order to receive funding to deliver its proposed Building Schools for the Future Wave 5 programme.
8.2 There are no direct financial implications arising from this report. The SfC will, ultimately, lead to significant additional investment into Nottingham’s secondary school estate.
8.3 Subsequent reports will be brought back to Executive Board as the City Council progresses down this route before any contractual commitments can be entered into with the LEP in order to deliver the programme. These reports will clearly set out the funding that the City Council will receive from the DCSF and the costs that it will incur in carrying out the programme.
8.4 If Part 1 of the Strategy for Change is approved then work will commence on Part 2. This work can be met from within existing resources.
9 VALUE FOR MONEY
9.1 This report seeks approval to submit the SFC document and does not yet include specific financial information. However, schemes will be commissioned through the LEP which has already been procured which therefore save significant future procurement costs.
9.2 The Wave 5 proposals will enable the rebuilding of a number of school sites with modern well equipped facilities. These new premises will require less maintenance/repair and will be more fuel efficient releasing additional funds to be spent on delivering teaching and learning.
9.3 The proposed new facilities will provide full and high class access to all curriculum areas which should increase the opportunity to increasing outcomes for young people.
10 LEGAL IMPLICATIONS
10.1 Legal Services understand that Ward Hadaway, Solicitors, are providing advice to the authority in respect of the BSF programme (for instance, it is understood that Ward Hadaway confirmed that the contractual documents for Wave 2 of the BSF programme represented a balance of risk between the public and private sectors that is in favour of the Council). It is therefore advisable that the authority continue to seek advice from Ward Hadaway in relation to BSF Wave 5. 11 RISK MANAGEMENT ISSUES
11.1 Programme risks are managed through a formal Risk Register.
12 CRIME AND DISORDER ACT IMPLICATIONS
12.1 None.
13 EQUALITY AND DIVERSITY IMPLICATIONS
13.1 Equality of educational opportunities and choice are at the heart of the SfC.
14 LIST OF BACKGROUND PAPERS OTHER THAN PUBLISHED WORKS OR THOSE DISCLOSING CONFIDENTIAL OR EXEMPT INFORMATION
14.1 None.
15 PUBLISHED DOCUMENTS REFERRED TO IN COMPILING THIS REPORT
15.1 Strategic Business Case (SBC)
15.2 Executive Board, 19 September 2006, ‘Approval of the Building Schools for the Future (BSF) Outline Business Case (OBC)’
15.3 Outline Business Case (OBC)
15.4 Executive Board, 22 April 2008, ‘Nottingham Building Schools for the Future (BSF) programme – Approval of Final Business Case (FBC)’
15.5 Final Business Case (FBC)
CHIEF OFFICER : Graham Feek Director of Resources Children’s Services Tel: 0115 91 50761 E-mail: [email protected]
CONTACT OFFICER : Jim Mason BSF Programme Director Children’s Services Tel: 0115 91 50867 E-mail: [email protected]
City of Nottingham Building Schools for the Future
Wave 5 Strategy for Change Part 1: Key Challenges and Objectives
Draft dated 9 July 2008
1 INTRODUCTION
The City of Nottingham Children’s Services welcomes the opportunities presented by taking part in Wave 5 of the Building Schools for the Future (BSF) programme. A table showing details of all schools included in Wave 5 is shown at Appendix 1.
Secondary education in the City is being transformed by the dynamic partnership between the City Council and the schools of the area. Evidence of this transformation can be seen in the dramatic rise in Key Stage (KS) 4 results, steady improvement in KS3 results, and the remarkable achievement of ensuring that no City secondary school has been placed in a category of OFSTED concern for more than two years.
These are pleasing trends which it is believed will be accelerated by the impact of the outstanding Wave 2 schemes and the associated Academies programme. Over the next three years this will see the closure of six unpopular schools, the creation of three new academies and the expansion of two popular and successful schools. In addition, there are well developed plans for the transformation of the schools’ Information and Communication Technology (ICT) infrastructure to enhance the rapidly changing curriculum offer at both KS3 and KS4. Wave 2 will also see the major redevelopment of the City’s special school provision.
All of this work is approved and in train. Inspired Spaces has been selected as the City Council’s Private Sector Partner and Financial Close was achieved in June 2008, when the Local Education Partnership (LEP) was formed. The City Council feels that all of this illustrates that the Council has demonstrated a vision for what needs to be done, the resolve to take difficult decisions, the technical skills to formulate appropriate plans and the tenacity to see them through.
The City Council also knows that many challenges remain in the quest for educational transformation. Wave 5 has offered the opportunity not merely to complete what has begun in Wave 2 but to review both the emerging challenges and the responses to them.
The strategy for Wave 5 has therefore been to:
Review the current performance of City schools in the light to emerging local and national priorities. Consult with stakeholders to ensure that their views and aspirations can be properly reflected. Review the opportunities that the rapidly changing legislative and guidance frameworks offer. Develop plans which enhance the work begun in Wave 2 and complete the transformation which is underway.
City of Nottingham BSF Wave 5 Strategy for Change: Part 1 | Introduction 1 Draft dated 9 July 2008
2 OVERVIEW OF EDUCATION STRATEGY
2.1 Current provision
2.1.1 Educational outcomes
Secondary school performance in the City has improved significantly in recent years. For example, the KS4 5+ A*-C rate for Nottingham has improved from 28.7% in 2000 to 53.4% in 2007, an improvement of almost 25%. As impressively the KS2 to KS4 Contextual Value Added (CVA) City Average for 2007 was 1,008.4, significantly better than the national average of 1000.9.
At an individual school level, 14 out of 18 schools achieved their best ever 5+ A*-C rate in 2007. Three schools (Ellis Guilford, Greenwood and Trinity) were in the top 5% nationally for KS2-4 CVA and a further three (Elliott Durham, Djanogly and Farnborough) were in the top 25%. At KS3 Nottingham’s average point score has improved from 29.9 in 2002 to 32.6 in 2007, an increase of 2.7 which is more than twice the national improvement.
These improvements are reflected in the outcomes of the local OFSTED inspections. In 2001 the City had seven schools judged to be in need of special measures and by 2004 this had improved but five schools remained in the category. Since 2005, no City secondary school has been judged to require special measures or given Notice to Improve.
However, it is clear that significant challenges in school performance remain, including:
Four City schools (Hadden Park High, Big Wood, Manning and Top Valley) have yet to achieve the floor target of 30% 5+ A*-C including English and Mathematics. Three City schools failed to reach the KS3 Public Service Agreement (PSA) target of 50+ Level 5 or above in English, Mathematics and Science. Attendance rates in particular persistent absence continue to be of concern, with City absence at an average of 9.8% and just four schools below the national average.
Local analysis has shown that there are a number of major contributory factors to this underperformance which the BSF programme will alleviate. These factors include:
Difficulties in the recruitment and retention of good quality teachers, especially in crucial subjects such as Mathematics, English and ICT. It is anticipated that the investment in buildings and infrastructure offered by the BSF programme will provide a significant incentive to teachers and therefore improve recruitment and retention. Low levels of literacy in the home and consequent slow progress in the acquisition of literacy skills. It is anticipated that the development of the 3- 19 strategy, which is a significant part of the roll-out of Academies across the City, will have a crucial roll to play in improving levels of literacy. In addition, the extended schools programme will seek to engage children and their parents in a more concerted approach to improved learning. Extended school provision will be integral to both school design and PFI contracts.
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 2 Draft dated 9 July 2008
The need to further improve teaching and learning. OFSTED inspections show that teaching is at least ‘satisfactory’ in all City schools but it is recognised that further progress in standards will require even better teaching. The facilities offered by BSF schools will support the City Council’s drive to secure ‘good’ teaching as a minimum standard in the City. Maintaining high quality leadership and management. Standards of leadership and management across the City are judged as at least ‘satisfactory’ by OFSTED with many examples of ‘good’ and some ‘outstanding’. By engaging school leaders in the development of the BSF vision and ensuring a sense of ‘ownership’ of the schools produced, it is expected to retain and attract high quality school leadership for the future. The need to improve access to high quality ICT support for teaching.
As yet no City secondary school in Wave 5 has achieved the ICT Mark. Many schools lack robust networks and an appropriate range of hardware devices. Crucially, staff expertise in the use of ICT is also limited. The ICT element of the BSF programme will provide a powerful vehicle for driving improvement in this area. The LEP is contracted to provide the technology, devices and support to ensure that BSF schools move swiftly towards the achievement of the ICT Mark.
In addition to these measures, the Children and Young People’s Partnership Plan (CYPPP) highlights the need to reduce levels of teenage pregnancy, reduce the incidences of bullying and encourage more mature decision making. These are all matters of direct relevance to schools.
2.1.2 Diversity of provision
The City Council has grasped the opportunities offered by increased diversity in school provision in order to address issues of underperformance across the City. Action has or will include:
The closure of Wilford Meadows School and the creation of the new Emmanuel Voluntary Aided School in 2002. The closure of Forest School and the ‘academisation’ and expansion of Djanogly in 2003. The closure of Margaret Glen-Bott School and the expansion of Bluecoat Voluntary Aided School in 2004. The closure of William Sharp School and the creation of the Nottingham University Samworth Academy due to open in 2009. The closure of River Leen and Henry Mellish Schools and the creation of the Bulwell Academy due to open in 2009. The closure of Elliott Durham School and the expansion and ‘academisation’ of Greenwood Dale School in 2011.
In summary, this means that by 2010 the City’s community schools will consist of 14 schools, of which four will be academies, three will be faith schools (two Church of England and one Catholic) and seven will be community schools, one of which will provide for single sex education for girls.
The City has an excellent record of inclusion of children and young people with Learning Difficulties and Disabilities (LDD). The range and quality of Special Educational Needs
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 3 Draft dated 9 July 2008
(SEN) provision will be further enhanced by expanding the continuum of provision with extended Designated Special provision and Special School provision.
Based on these plans the City Council believes that children, young people and their parents will have access to appropriate high quality schools of their preference.
2.1.3 Sustainable schools
The City Council is keen to ensure that sustainability is at the top of the agenda for the construction of its schools and the designs are environmentally friendly and sustainable for the future. Inspired Spaces is committed to the City Council’s goal of being a carbon neutral council by 2016 and a carbon neutral city by 2100. In doing this they will utilise renewable and low carbon energy technologies and BSF schools, academies and other projects are expected to become models of sustainable development.
Inspired Spaces has made a commitment and a statement on their approach to sustainable development. A Building Research Establishment, Environmental Assessment Method (BREEAM) rating of ‘Excellent’ for new build and ‘Very Good’ for remodelled/refurbished buildings will be achieved and the carbon reduction strategy will achieve a 60% reduction.
Inspired Spaces will also provide a shared vision of sustainability:
Building fabric has been improved by green roofs, glass specification, products and materials selected from the green guide. Increased thermal insulation to external walls and roofs. Solar water heating – to act as a pre-heat for incoming water. Photovoltaic as an educational tool. Rain water harvesting.
The new schools can also be a lesson in sustainability for the students as the subject of sustainability is now part of the National Curriculum.
2.2 Added Value of BSF Investment to Local Educational Outcomes
2.2.1 Role of the BSF programme
As outlined in Section 2.1.1, the BSF programme will have a major role to play in continuing to maintain rapid levels of improvement in educational outcomes. It is expected that the BSF programme will have a major role to play in maintaining rapid levels of improvement in educational outcomes. The predicted attainment levels for schools in Wave 5 anticipate that progress in line with Fisher Family Trust (FFT) Band D will be achieved as a minimum.
The City Council has committed a significant portion of the BSF ICT budget to a Continuous Professional Development (CPD) programme in order to ensure that staff are equipped to utilise the opportunities that ICT offers to enhance teaching and learning. The City Council is committed to the view that the mere provision of ICT systems and devices will fail to make a significant impact on educational outcomes unless staff are enabled to integrate them into their pedagogy. A ‘change management’ CPD programme
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 4 Draft dated 9 July 2008
will be agreed with each school tailored to meet the needs of the staff and the aspirations of the leadership.
Thanks to this approach and investments in a greater range of more mobile devices, it is expected that technology will support the delivery of a more flexible, personalised and relevant curriculum.
2.2.2 Increased choice, diversity and access
The City Council has already initiated major changes to the diversity of school provision as part of the Wave 2 programme. During Wave 5 it is proposed to continue this process in some significant ways. For example:
The City Council has undertaken a major consultation exercise with the local community about the future of single sex education for girls which revealed a majority in favour of the retention of such provision. Plans will therefore be developed to re-launch Manning School for Girls and a new all-girls academy will be explored as a favoured option. A number of City secondary schools and academies are keen to promote ‘all- through’ 3-16 or 3-19 provision. The City Council will actively support the development of such plans where there are clear benefits to the achievement and well being of students. The City has a fine reputation for developing the use of innovative school collaboration in support of school improvement. The Nottingham Transforming Secondary Education (TSE) project and the North Nottingham School Improvement Board (NNSIB) are successful examples. The City Council will continue to use such methods drawing on the expertise of the strongest schools and the resources of partner organisations to drive forward improvement where it is most needed. If this can most appropriately be achieved by promoting a Schools Trust, then the City Council will do so.
2.2.3 Challenge and support for schools
The City Council has an excellent record of challenging schools who are under performing and major improvements have resulted. No secondary school in the City is currently in an OFSTED category of concern.
However, the City Council recognises that there are still schools that should be performing better and will continue to provide targeted challenge and support by:
Using detailed analysis of data and the work of School Improvement Partners (SIPs) to identify established or emerging trends of under performance. Ensuring that the headteachers and governors of all such schools are clear about the concerns and have appropriate plans in place to address issues. Targeting City Council resources such as the National Strategy Teams at these schools as a priority. Promoting interschool collaboration to support improvement. For example, Fernwood School is working in a close partnership with Top Valley to develop strategies for the transformation of the KS3 curriculum. Where necessary, challenging and supporting governors in their duty to hold headteachers to account and ensure that robust and effective leadership is
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 5 Draft dated 9 July 2008
provided. Where necessary this will include issuing formal ‘notices to improve’ and driving forward Federations and Trusts. Where BSF investment is made in vulnerable schools, ensuring that the opportunities the BSF programme offers for transformation (for example by the impetus for curriculum redesign, the engagement of students and the use of ICT) are maximised.
2.2.4 Personalisation
The drive towards more personalisation within the curriculum is already underway in City schools and the BSF programme forms a valuable vehicle for promoting this approach. Greater personalisation will mean that:
Schools will recognise a range of learning styles amongst young people and ensure that programmes of study reflect this. Personal learning and thinking skills are emphasised and developed in a flexible learning environment not constrained by traditional subject boundaries. Young people will be encouraged to progress at the optimum speed for them as individuals and ‘testing when ready’ will become more common. Young people will be given full access to the range of learning pathways and subject choices enshrined in the 14-19 Entitlement. This will ensure that the curriculum is relevant and motivating to all young learners. ICT will become a major teaching and learning tool employed by teachers to address the needs to individual youngsters. This will include: o The use of appropriate software to target-set, monitor and shape learning programmes for individual students. o The use of ICT to provide individualised learning programmes. o The use of a virtual learning environment (VLE) as a means of communication between teachers, students and their parents/ carers. o The use of ePassportfolio to record and track achievement and student performance. The continued development of the City’s Gifted and Talented programme to ensure that individual talents are enhanced and gifted students are able to broaden and deepen their knowledge and understanding.
2.2.5 14-19 entitlement
The City is at the forefront of National 14-19 Developments and a strong partnership exists between the City Council, schools, Further Education (FE) providers, the Learning and Skills Council (LSC) and the City Employment and Skills Board.
This partnership is formalised in the City 14-19 Strategic Group which has representatives from all schools and colleges. This group is responsible for agreeing the delivery model for the 14-19 entitlement across the City and shaping the LSC’s Strategic Accommodation framework to deliver the model.
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 6 Draft dated 9 July 2008
This framework, also informed by the locally commissioned ‘Hale Report’, lays out a ‘hub and spoke’ approach to the specialist accommodation required to deliver the 2013 entitlement. This process ensures that plans for school based specialist accommodation are:
Strategically planned to provide geographical and demand based coverage. Complementary to the FE estate plans and not duplicates of what is available elsewhere. Agreed by schools and complementary to their current and planned specialisms.
In order to ensure that all accommodation plans reflect the true needs of learners, the City Council promotes a series of Diploma Delivery Partnerships covering each diploma line. These groups provide the forum for practitioners to inform school design. They also take responsibility for monitoring the quality of provision and ensuring that appropriate Service Level Agreements are made and adhered to.
It is a reflection of the strength of the Nottingham 14-19 Partnership that it has approval to pilot nine out of ten diplomas in 2008 and 2009.
The ICT Learning Platform will play a key role in facilitating the delivery of the 14-19 entitlement by allowing:
Practitioners to plan collaboratively and share resources. Students to access their learning anytime and anywhere. Schools to establish and maintain the complex assessment recording framework necessary for the effective delivery and achievement of diploma success. A vehicle for access to the City’s online ‘passportfolio’ and individual record of personal achievement.
2.2.6 Every Child Matters
The Strategic Partnership for Children and Young People is strong in the City and was judged to have ‘good’ capacity to improve in the Joint Area Review (JAR) of 2007.
Within services to schools an integrated services delivery model is being ‘rolled out’ across the City. Thus, for example, the City Council has established three area Multi Agency Locality Teams (MALTs) to work with schools in supporting the most vulnerable young people. These teams comprise members of the Educational Psychology Service (EPS), Community Adolescent Mental Health Service (CAMHS) and Behaviour Support Teams (BSTs) and each has a Common Assessment Framework (CAF) Manager. These teams are strategically located, for example one is based on the integrated Harvey Hadden campus that has two of the Wave 2 Sample Schools sited on it. Negotiations with academy sponsors are ongoing about the location of another team on an academy site. The BSF programme therefore offers the opportunity for these teams to be provided with 21st century accommodation.
In addition, the City Council is engaged in the ground breaking Early Intervention Project which adopts a multi-agency approach to early support for families at risk. Schools play a key role in this identification and support.
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 7 Draft dated 9 July 2008
Other wide ranging priorities include continuing work on reducing the rate of teenage pregnancies and the drive to achieve better health and wellbeing for all young people. Liaison and local planning can be delivered through local Extended Schools Strategic Steering Groups.
Inter-professional communication is a strategic aim of the BSF ICT Learning Platform and plans are being developed to deliver an electronic CAF via this medium, if it is possible to do so with appropriate security.
2.2.7 Special educational needs
The BSF programme has been the key driver for the redevelopment of the City’s SEN provision. Wave 2 sees the realignment of Special School provision more accurately with the identified needs of the City.
In addition, the City Council is working in partnership with schools about provision for pupils with Social, Emotional and Behaviour Difficulties (SEBD). Plans are being developed to create a range of provision taking into account city-wide and locality-based needs including the redevelopment of the successful Westbury School.
A facility to provide alternative provision for the most vulnerable KS4 young people at risk, through a mixture of onsite work and commission alternative provision will also be part of Wave 5.
ICT will play a vital roll in the SEN provision in the City. Much excellent practice is already evident and the new Special School, Centre of Excellence to be built on the Harvey Hadden campus through Wave 2 will become a training establishment for ICT innovation in special education. It has been agreed that the LEP will make a contribution to facilitate this work.
In addition, the provision of effective ‘anytime, anywhere’ access to personalised learning opportunities will support the drive to improve the performance of ‘looked after’ children and pregnant school students.
2.2.8 Change management
In order to ensure that the BSF programme delivers the transformation envisaged, the City Council has recognised the central importance of promoting effective change management strategic. Central to this approach is the early engagement of school staff, at all levels, in the visioning for and planning of the new schools.
Through Schools Forum agreement funds have been earmarked to release a member of the school Senior Leadership Team (SLT) to lead this visioning work. The BSF Team also provides expert challenge and support for the process. All of this ensures that the new school ‘belongs’ to those who will use is. CPD is planned as in integral part of the visioning and planning process.
ICT requires particular attention and CPD activity is part of the output specification given to Inspired Spaces.
In addition, it is vital to link all of this work to the City Council’s Training and Development Plan for the children’s workforce. Support for workforce remodelling is aligned with the BSF programme with the aim of ensuring that all professionals employed to work with young people are familiar with the opportunities available to them in the transformed schools.
Nottingham BSF Wave 5 Strategy for Change: Part 1 | Strategic Overview of Education Strategy 8 Draft dated 9 July 2008
3 PROPOSALS FOR SCHOOL AND FE ESTATE
3.1 Proposals for Wave 5
The proposals for Wave 5 complete the transformation of the school estate which began in Wave 2. The strategic plan for the whole school estate in the City was outlined in the original Strategic Business Case (SBC) of 2005 and so the current proposals are a rational part of a larger picture. However, more detailed consultation has and is taking place to ensure that Wave 5 plans reflect emerging needs and priorities.
In particular this has meant that new proposals are being finalised for:
The future of single sex education for schools with particular focus on the nature and location of Manning School. The size and scope of Westbury Special School as a Centre of Excellence for SEBD students. The nature and location of Pupil Referral Unit (PRU) provision at KS3 and KS4.
The headline proposals for Wave 5 are outlined in the table in Section 4.
3.2 Pupil Place Requirements and Projections
Detailed pupil place planning requirements and projections are shown at Appendix 2.
3.3 Project Governance and Management Arrangements for School Projects
Establishing and maintaining a resourced project management regime is very important, not simply to deliver the BSF programme but also to ensure the full potential to deliver transformational outcomes within the City area is achieved. It is recognised by both the City Council and Inspired Spaces that for the LEP and the strategic partnership to truly deliver change and succeed, a close working relationship has to be formed between the City Council and Inspired Spaces within the LEP environment.
To carry out the original procurement process and form the LEP, the City Council established the project management structure outlined by PfS, which defined a clear hierarchy as well as roles and responsibilities to ensure clear accountability for the delivery of each aspect of the project. This structure has ensured that all the corporate, political and stakeholder interests were represented within the project at the appropriate level.
The current Central Team is a fully resourced and BSF dedicated group led by the Programme Director and supported by a Project Manager along with advisors and administrative support. The team has been responsible for running the project on a day- to-day basis throughout the procurement process and it is intended that the role of the team continues, with the team co-located with Inspired Spaces in a shared Nottingham- based LEP office in order to ensure continuity and knowledge transfer. In September 2007 the City Council’s Executive Board approved the budget for the continuation of the
City of Nottingham BSF Wave 5 Strategy for Change: Part 1 | Proposals for School and FE Estate 9 Draft dated 9 July 2008
BSF Team and the Senior Management Team has approved the principles of co-location in a shared LEP office.
Therefore there are no resource issues anticipated in delivering the Wave 5 schemes. The ongoing procurement of future schemes won’t have the same issues as the original procurement process and resources will therefore be released. Stakeholder engagement and visioning work has been mapped out for the Wave 2 Phase 2 and Wave 5 schemes and the resource requirements for this can be met. The LEP as a partner will also bring further resources and the procurement process has focussed on LEP resources to also deliver through a Business Plan and resource plans.
The City Council wants to maximise the benefit of the LEP but other non-educational schemes will be done separately from the BSF Central Team and resources will be carefully monitored.
3.4 ICT
The City Council’s ICT Strategy Group is currently reviewing the ICT Strategy and gathering information on ICT business needs across the Departments of Children’s Services. It is envisaged that this will result in the development of Service Level Agreements for the delivery of ICT Services into those Departments.
The ICT Strategy will support the high-level educational objectives as laid out in the Wave 2 BSF SBC and Outline Business Case (OBC) documents.
The governance of the ICT Managed Service for the BSF schools and the Learning Platform deployment across all City schools will be led by the ICT Strategy Group, the Learning Platform Development Group and the BSF ICT Managed Service Operations Group.
The key challenges for ICT in Wave 5 remain to provide:
All pupils with:
individual access to engaging learning opportunities that cater for many learning styles; increased curriculum choice, flexibility and continuity of provision; electronic resources that are available both inside and outside school; and higher standards of achievement and gateways into the labour market.
All teachers with:
reliable electronic solutions and training and support in their use to improve teaching quality and reduce workload; access to these solutions both inside and outside school; reduced bureaucracy; and facilitation for collaboration with teaching colleagues.
All children professionals with:
the means to share information and access to data where appropriate; and access to these solutions both inside and outside school.
City of Nottingham BSF Wave 5 Strategy for Change: Part 1 | Proposals for School and FE Estate 10 Draft dated 9 July 2008
All parents with:
a means of communicating with their child’s school and teachers; electronic access to data and information relating to their child; and support for engaging their child with learning.
All schools with:
a reliable, always available electronic infrastructure; and streamlined processes that connect information and services with delivery.
Crucial to all of these aims must be to ensure robust safeguarding of the wellbeing of pupils and effective security of personal data is maintained at all times.
3.5 Every Child Matters
The plans have been formulated to be complimentary to the Every Child Matters agenda. In particular the proposals for Westbury Special School and PRU provision are closely linked to the development of MALT teams and reflect local emphasis on the emotional health and well being of young people. All proposals have been considered by the Local Strategic Partnership and have their support.
3.6 Consultation
Consultation has been wide ranging and involved all stakeholders during the strategic planning stage. Detailed community consultation on single sex education has made a major contribution to decision making in this area.
A local Sports Stakeholder Partnership Group comprising of all main stakeholders has been formed and will play a key part in shaping provision for sport and active leisure.
Detailed consultation with headteachers is now underway to shape the final proposals for special school and PRU provision.
At individual school level, a sophisticated model has been developed for the engagement of staff, students and the community in the visioning and planning of individual projects. This approach has been viewed as exemplary during Wave 2 and is expected to be continued in Wave 5. In addition, close liaison with the LSC has been established to ensure that all 14-19 provision in the BSF programme is complimentary to plans for the FE estate.
Finally, the City Council has a strong record of successfully managing the statutory consultation necessary for school reorganisation. This approach will continue to underpin the Wave 5 programme.
3.7 Key Performance Indicators
Improved educational attainment at KS3 and KS4 continues to be a major priority for the City Council and all plans are aimed at improving these results. Improved attendance and reduced levels of exclusion are also important and both issues reflect the priority given to high quality provision students with SEBD.
City of Nottingham BSF Wave 5 Strategy for Change: Part 1 | Proposals for School and FE Estate 11 Draft dated 9 July 2008 Appendix 1 – Details of Schools included in Wave 5
Pre-BSF Post BSF
Characteristics (2007) Standards (2007) Characteristics (2016) Aspirational Targets
NOR Attendance Community 5 A*-Cs or Attendance NOR Proposed Proposed Contextual School Name Post 5 A*-Cs Contextual it serves equivalent 11-16 % of pupils Capacity Capacity Value 16 Specialisms (including Value Proportion Governance Specialism (including Proportion Governance Sept Extended English NEET eligible for 11-16 Sept Post 16 Extended Added KS2- Sept and Added of OFSTED and English and of 2007 Services and (%) Absence Free School 2016 Sept 2016 Services KS4 Target Absence 2007 Provision Score Persistent Innovations Maths) (%) Persistent Maths) Meals (Y7-11) Learning KS2-KS4 (%) TYPE D (%) (%) Absentees Groups Absentees (PA) FFT (PA)
Fernwood Technology 989 0 3 68% 1011.0 1.5% 7% 3.69 2 Community 11.6% 1000 0 1 70% 1012 Community Comprehensive (Operational)
Top Valley Engineering n/a for 830 0 2 22% 971.0 10.5% 10.3% 11.4 Community 24.4% 970 0 1 52% 1012 Community Comprehensive (Operational) this year
Trinity Arts n/a for Voluntary Voluntary 867 233 3 73% 1030.9 0.6% 5.3% 2.54 8.5% 825 268 1 81% 1025 Comprehensive (Operational) this year aided aided
Nottingham Bluecoat and Technology n/a for Voluntary Voluntary Technology 1476 258 2 57% 1002.1 0% 5% 3.08 21.3% 1500 500 1 58% 1012 (Operational) this year aided aided College (Aspley)
Manning Girls’ Arts n/a for 501 0 2 25% 993.3 4.8% 11.9% 11.39 Community 40.2% 750 0 1 48% 1012 Community School (Operational) this year
Westbury Not Not Community Community Special School 31 0 Not applicable n/a 0% 1040.1 40% 2 48.8% 65 0 1 10% 1096 collected collected Special Special (EBD)
Key and Information Source
Pre BSF
Extended Services 1 = Sustainable – All five extended service areas provided and sustainable 2 = Full – All five extended service areas are provided but some budgetary pressures 3 = Considerable – Most extended services are provided but some gaps remain 4 = Some – Some extended services are provided 5 = None – Very little or no extended services are provided 6 = Audit in progress
OFSTED 1 = Leading 2 = Good 3 = Additional Monitoring Action and Support to Improve 4 = School Causing Concern to Local Authority 5 = Ofsted Categories – Special Measures (SM), Notice to Improve (NI), Legacy Schools (LS)
Post BSF
Proposed Capacity ( ) The numbers in brackets have already been shown on roll in the relevant secondary schools.
5 A*-Cs or equivalent (including English and Maths) (%) – TYPE D FFT These estimates are based on the Fischer Family Trust (FFT) data. If Type D targets are achieved then pupil/schools will be in the top 25% in Added Value terms, i.e. the most aspirational. The estimates for 2016 have been extrapolated from the Type D estimates which have a statistical foundation.
Contextual Value Added Data (CVA) KS2-KS4 – Target Learning Groups In addition to the CVA score, the target learning group for each school has been identified and if these CVA targets are achieved then the schools will be in the top 25% in terms of progress.
APPENDIX 2 - DETAILED PUPIL PLACE PLANNING REQUIREMENTS AND PROJECTIONS
School/Academy 18/19 18/19 18/19 18/19 18/19 18/19 18/19 5th yearSchool/Academy 18/19 18/19 18/19 18/19 18/19 18/19 18/19 Forecast Capacity Forecast Capacity Forecast Capacity Surplus County Return Forecast Capacity Forecast Capacity Forecast Capacity Surplus
rem intake PAN 11 - 16 11 - 16 Post-16 Post-16 Total Total 11-16 30% 11 - 16 11 - 16 Post-16 Post-16 Total Total 11-16 810 60 -60 -60 12 150 Big Wood Comprehensive 750 750 - - 750 750 0% Big Wood Comprehensive 750 750 - - 750 750 0% Bilborough Academy (formerly Bilborough Academy (formerly 468 -282 213 681 750 200 200 881 950 9% 728 750 200 200 928 950 3% 60 45 78 30 -56 150 William Sharp) 234 47 20% return William Sharp) Bulwell Academy (formerly Henry Bulwell Academy (formerly 862 -188 83 945 1050 300 300 1245 1350 10% 987 1050 300 300 1287 1350 6% 60 23 -38 210 Mellish & River Leen) 208 42 20% return Henry Mellish & River Leen) 1485 135 -135 -135 27 270 Djanogly City Academy 1350 1350 540 540 1890 1890 0% 0 Djanogly City Academy 1350 1350 540 540 1890 1890 0% 1403 53 -23 -30 -53 11 270 Ellis Guilford 1350 1350 - - 1350 1350 0% 167 Ellis Guilford 1350 1350 - - 1350 1350 0% 882 -18 18 18 -4 180 Emmanuel 900 900 250 250 1150 1150 0% 300 Emmanuel 900 900 250 250 1150 1150 0% Farnborough School Technology Farnborough School 1000 -50 0 1000 1050 - - 1000 1050 5% 1031 1050 - - 1031 1050 2% -10 210 College 309 31 10% return Technology College 1078 78 -78 -78 16 200 Fernwood School 1000 1000 - - 1000 1000 0% 116 Fernwood School 1000 1000 - - 1000 1000 0% 1439 -961 45 75 120 -192 480 Eastern Academy 1559 2400 400 400 1959 2800 35% 1142 571 40% return Eastern Academy 2130 2400 173 173 2303 2573 11% 743 -157 135 135 -31 180 Hadden Park High 878 900 - - 878 900 2% 299 Hadden Park High 878 900 - - 878 900 2% 501 -249 25 25 -50 150 Manning Comprehensive 526 750 - - 526 750 30% 0 Manning Comprehensive 526 750 - - 526 750 30% The Bluecoat Vol. Aided School and The Bluecoat Vol. Aided School 1678 178 -75 -60 -25 -18 -178 Technology College 1500 1500 500 500 2000 2000 0% and Technology College 1500 1500 500 500 2000 2000 0% 36 300 0 The Trinity Catholic School The Trinity Catholic School 915 90 -45 -45 -90 825 825 268 268 1093 1093 0% 825 825 268 268 1093 1093 0% 18 165 Nottingham 0 Nottingham 904 -66 0 -13 194 Top Valley School 904 970 - - 904 970 7% 192 Top Valley School 904 970 - - 904 970 7% 14168 -73 8 53 12 0 32547 Total 14168 15545 2458 2458 16626 18003 9% 2967 690 Total 14858 15545 2231 2231 17089 17776 4% 0 11 12 13 14 15 Projections for 2018/19 2018 Big Wood 177 168 159 156 150 810 2018 Bilborough Academy 102 98 93 90 85 468 2018 Bluecoat 369 350 336 324 299 1678 2018 Bulwell Academy 188 180 170 164 160 862 2018 Djanogly City Academy 328 311 299 280 267 1485 2018 Eastern Academy 316 299 285 275 264 1439 2018 Ellis Guilford 311 294 282 260 256 1403 2018 Emmanuel 192 185 173 159 173 882 2018 Farnborough/Fairham 221 209 201 186 183 1000 2018 Fernwood 239 226 217 207 189 1078 2018 Hadden Park 165 155 150 143 130 743 2018 Manning 109 103 97 105 87 501 2018 Top Valley 198 189 180 166 171 904 2018 Trinity 201 191 182 178 163 915 3116 2958 2824 2693 2577 14168 APPENDIX 2 - DETAILED PUPIL PLACE PLANNING REQUIREMENTS AND PROJECTIONS
11 12 13 14 15 11 12 13 14 15 2007 / 2008 Big Wood 150 130 152 156 146 734 2013 / 2014 Big Wood 138 136 139 150 156 719 2007 / 2008 Bilborough Academy 71 91 112 106 136 516 2013 / 2014 Bilborough Academy 85 80 84 78 84 411 2007 / 2008 Bluecoat 319 319 317 310 204 1469 2013 / 2014 Bluecoat 312 302 296 299 309 1518 2007 / 2008 Bulwell Academy 152 171 199 192 231 945 2013 / 2014 Bulwell Academy 146 151 154 184 167 802 2007 / 2008 Djanogly City Academy 270 270 274 271 271 1356 2013 / 2014 Djanogly City Academy 277 263 272 286 286 1384 2007 / 2008 Eastern Academy 278 291 292 286 309 1456 2013 / 2014 Eastern Academy 248 259 252 267 310 1336 2007 / 2008 Ellis Guilford 266 262 270 251 246 1295 2013 / 2014 Ellis Guilford 252 255 243 267 270 1287 2007 / 2008 Emmanuel 139 139 166 168 174 786 2013 / 2014 Emmanuel 132 154 137 148 156 727 2007 / 2008 Farnborough/Fairham 186 210 210 218 247 1071 2013 / 2014 Farnborough/Fairham 182 171 168 197 171 889 2007 / 2008 Fernwood 199 196 199 198 196 988 2013 / 2014 Fernwood 206 206 201 194 208 1015 2007 / 2008 Hadden Park 103 135 157 152 158 705 2013 / 2014 Hadden Park 149 122 128 117 123 639 2007 / 2008 Manning 84 80 101 105 120 490 2013 / 2014 Manning 91 91 87 89 98 456 2007 / 2008 Top Valley 181 136 156 177 173 823 2013 / 2014 Top Valley 156 141 160 170 163 790 2007 / 2008 Trinity 178 177 175 167 164 861 2013 / 2014 Trinity 166 170 168 165 180 849 2576 2607 2780 2757 2775 2540 2501 2489 2611 2681
2008 / 2009 Big Wood 158 150 130 152 156 746 2014 / 2015 Big Wood 150 138 136 139 150 713 2008 / 2009 Bilborough Academy 92 71 91 112 106 472 2014 / 2015 Bilborough Academy 85 85 80 84 78 412 2008 / 2009 Bluecoat 307 319 319 317 310 1572 2014 / 2015 Bluecoat 299 312 302 296 299 1508 2008 / 2009 Bulwell Academy 179 152 171 199 192 893 2014 / 2015 Bulwell Academy 160 146 151 154 184 795 2008 / 2009 Djanogly City Academy 269 270 270 274 271 1354 2014 / 2015 Djanogly City Academy 267 277 263 272 286 1365 2008 / 2009 Eastern Academy 318 278 291 292 286 1465 2014 / 2015 Eastern Academy 264 248 259 252 267 1290 2008 / 2009 Ellis Guilford 270 266 262 270 251 1319 2014 / 2015 Ellis Guilford 256 252 255 243 267 1273 2008 / 2009 Emmanuel 160 139 139 166 168 772 2014 / 2015 Emmanuel 173 132 154 137 148 744 2008 / 2009 Farnborough/Fairham 208 186 210 210 218 1032 2014 / 2015 Farnborough/Fairham 183 182 171 168 197 901 2008 / 2009 Fernwood 203 199 196 199 198 995 2014 / 2015 Fernwood 189 206 206 201 194 996 2008 / 2009 Hadden Park 130 103 135 157 152 677 2014 / 2015 Hadden Park 130 149 122 128 117 646 2008 / 2009 Manning 91 84 80 101 105 461 2014 / 2015 Manning 87 91 91 87 89 445 2008 / 2009 Top Valley 178 181 136 156 177 828 2014 / 2015 Top Valley 171 156 141 160 170 798 2008 / 2009 Trinity 179 178 177 175 167 876 2014 / 2015 Trinity 163 166 170 168 165 832 2742 2576 2607 2780 2757 2577 2540 2501 2489 2611
2009 / 2010 Big Wood 156 158 150 130 152 746 2015 / 2016 Big Wood 156 150 138 136 139 719 2009 / 2010 Bilborough Academy 84 92 71 91 112 450 2015 / 2016 Bilborough Academy 90 85 85 80 84 424 2009 / 2010 Bluecoat 309 307 319 319 317 1571 2015 / 2016 Bluecoat 324 299 312 302 296 1533 2009 / 2010 Bulwell Academy 167 179 152 171 199 868 2015 / 2016 Bulwell Academy 164 160 146 151 154 775 2009 / 2010 Djanogly City Academy 286 269 270 270 274 1369 2015 / 2016 Djanogly City Academy 280 267 277 263 272 1359 2009 / 2010 Eastern Academy 310 318 278 291 292 1489 2015 / 2016 Eastern Academy 275 264 248 259 252 1298 2009 / 2010 Ellis Guilford 270 270 266 262 270 1338 2015 / 2016 Ellis Guilford 260 256 252 255 243 1266 2009 / 2010 Emmanuel 156 160 139 139 166 760 2015 / 2016 Emmanuel 159 173 132 154 137 755 2009 / 2010 Farnborough/Fairham 171 208 186 210 210 985 2015 / 2016 Farnborough/Fairham 186 183 182 171 168 890 2009 / 2010 Fernwood 208 203 199 196 199 1005 2015 / 2016 Fernwood 207 189 206 206 201 1009 2009 / 2010 Hadden Park 123 130 103 135 157 648 2015 / 2016 Hadden Park 143 130 149 122 128 672 2009 / 2010 Manning 98 91 84 80 101 454 2015 / 2016 Manning 105 87 91 91 87 461 2009 / 2010 Top Valley 163 178 181 136 156 814 2015 / 2016 Top Valley 166 171 156 141 160 794 2009 / 2010 Trinity 180 179 178 177 175 889 2015 / 2016 Trinity 178 163 166 170 168 845 2681 2742 2576 2607 2780 2693 2577 2540 2501 2489
2010 / 2011 Big Wood 150 156 158 150 130 744 2016 / 2017 Big Wood 159 156 150 138 136 739 2010 / 2011 Bilborough Academy 78 84 92 71 91 416 2016 / 2017 Bilborough Academy 93 90 85 85 80 433 2010 / 2011 Bluecoat 299 309 307 319 319 1553 2016 / 2017 Bluecoat 336 324 299 312 302 1573 2010 / 2011 Bulwell Academy 184 167 179 152 171 853 2016 / 2017 Bulwell Academy 170 164 160 146 151 791 2010 / 2011 Djanogly City Academy 286 286 269 270 270 1381 2016 / 2017 Djanogly City Academy 299 280 267 277 263 1386 2010 / 2011 Eastern Academy 267 310 318 278 291 1464 2016 / 2017 Eastern Academy 285 275 264 248 259 1331 2010 / 2011 Ellis Guilford 267 270 270 266 262 1335 2016 / 2017 Ellis Guilford 282 260 256 252 255 1305 2010 / 2011 Emmanuel 148 156 160 139 139 742 2016 / 2017 Emmanuel 173 159 173 132 154 791 2010 / 2011 Farnborough/Fairham 197 171 208 186 210 972 2016 / 2017 Farnborough/Fairham 201 186 183 182 171 923 2010 / 2011 Fernwood 194 208 203 199 196 1000 2016 / 2017 Fernwood 217 207 189 206 206 1025 2010 / 2011 Hadden Park 117 123 130 103 135 608 2016 / 2017 Hadden Park 150 143 130 149 122 694 2010 / 2011 Manning 89 98 91 84 80 442 2016 / 2017 Manning 97 105 87 91 91 471 2010 / 2011 Top Valley 170 163 178 181 136 828 2016 / 2017 Top Valley 180 166 171 156 141 814 2010 / 2011 Trinity 165 180 179 178 177 879 2016 / 2017 Trinity 182 178 163 166 170 859 2611 2681 2742 2576 2607 2824 2693 2577 2540 2501
2011 / 2012 Big Wood 139 150 156 158 150 753 2017 / 2018 Big Wood 168 159 156 150 138 771 2011 / 2012 Bilborough Academy 84 78 84 92 71 409 2017 / 2018 Bilborough Academy 98 93 90 85 85 451 2011 / 2012 Bluecoat 296 299 309 307 319 1530 2017 / 2018 Bluecoat 350 336 324 299 312 1621 2011 / 2012 Bulwell Academy 154 184 167 179 152 836 2017 / 2018 Bulwell Academy 180 170 164 160 146 820 2011 / 2012 Djanogly City Academy 272 286 286 269 270 1383 2017 / 2018 Djanogly City Academy 311 299 280 267 277 1434 2011 / 2012 Eastern Academy 252 267 310 318 278 1425 2017 / 2018 Eastern Academy 299 285 275 264 248 1371 2011 / 2012 Ellis Guilford 243 267 270 270 266 1316 2017 / 2018 Ellis Guilford 294 282 260 256 252 1344 2011 / 2012 Emmanuel 137 148 156 160 139 740 2017 / 2018 Emmanuel 185 173 159 173 132 822 2011 / 2012 Farnborough/Fairham 168 197 171 208 186 930 2017 / 2018 Farnborough/Fairham 209 201 186 183 182 961 2011 / 2012 Fernwood 201 194 208 203 199 1005 2017 / 2018 Fernwood 226 217 207 189 206 1045 2011 / 2012 Hadden Park 128 117 123 130 103 601 2017 / 2018 Hadden Park 155 150 143 130 149 727 2011 / 2012 Manning 87 89 98 91 84 449 2017 / 2018 Manning 103 97 105 87 91 483 2011 / 2012 Top Valley 160 170 163 178 181 852 2017 / 2018 Top Valley 189 180 166 171 156 862 2011 / 2012 Trinity 168 165 180 179 178 870 2017 / 2018 Trinity 191 182 178 163 166 880 2489 2611 2681 2742 2576 2958 2824 2693 2577 2540
2012 / 2013 Big Wood 136 139 150 156 158 739 2018 / 2019 Big Wood 177 168 159 156 150 810 2012 / 2013 Bilborough Academy 80 84 78 84 92 418 2018 / 2019 Bilborough Academy 102 98 93 90 85 468 2012 / 2013 Bluecoat 302 296 299 309 307 1513 2018 / 2019 Bluecoat 369 350 336 324 299 1678 2012 / 2013 Bulwell Academy 151 154 184 167 179 835 2018 / 2019 Bulwell Academy 188 180 170 164 160 862 2012 / 2013 Djanogly City Academy 263 272 286 286 269 1376 2018 / 2019 Djanogly City Academy 328 311 299 280 267 1485 2012 / 2013 Eastern Academy 259 252 267 310 318 1406 2018 / 2019 Eastern Academy 316 299 285 275 264 1439 2012 / 2013 Ellis Guilford 255 243 267 270 270 1305 2018 / 2019 Ellis Guilford 311 294 282 260 256 1403 2012 / 2013 Emmanuel 154 137 148 156 160 755 2018 / 2019 Emmanuel 192 185 173 159 173 882 2012 / 2013 Farnborough/Fairham 171 168 197 171 208 915 2018 / 2019 Farnborough/Fairham 221 209 201 186 183 1000 2012 / 2013 Fernwood 206 201 194 208 203 1012 2018 / 2019 Fernwood 239 226 217 207 189 1078 2012 / 2013 Hadden Park 122 128 117 123 130 620 2018 / 2019 Hadden Park 165 155 150 143 130 743 2012 / 2013 Manning 91 87 89 98 91 456 2018 / 2019 Manning 109 103 97 105 87 501 2012 / 2013 Top Valley 141 160 170 163 178 812 2018 / 2019 Top Valley 198 189 180 166 171 904 2012 / 2013 Trinity 170 168 165 180 179 862 2018 / 2019 Trinity 201 191 182 178 163 915 2501 2489 2611 2681 2742 3116 2958 2824 2693 2577 14168 APPENDIX 2 - DETAILED PUPIL PLACE PLANNING REQUIREMENTS AND PROJECTIONS
WAVE 2 WAVE 5 Big Wood 11 12 13 14 15 Migration Ellis Guilford 11 12 13 14 15 Migration 2007 / 2008 150 130 152 156 146 734 3 737 2007 / 2008 266 262 270 251 246 1295 -11 1284 2008 / 2009 158 150 130 152 156 746 3 749 2008 / 2009 270 266 262 270 251 1319 -11 1308 2009 / 2010 156 158 150 130 152 746 3 749 2009 / 2010 270 270 266 262 270 1338 -11 1327 2010 / 2011 150 156 158 150 130 744 3 747 2010 / 2011 267 270 270 266 262 1335 -11 1324 2011 / 2012 139 150 156 158 150 753 3 756 2011 / 2012 243 267 270 270 266 1316 -11 1305 2012 / 2013 136 139 150 156 158 739 3 742 2012 / 2013 255 243 267 270 270 1305 -11 1294 2013 / 2014 138 136 139 150 156 719 3 722 2013 / 2014 252 255 243 267 270 1287 -11 1276 2014 / 2015 150 138 136 139 150 713 3 716 2014 / 2015 256 252 255 243 267 1273 -11 1262 2015 / 2016 156 150 138 136 139 719 3 722 2015 / 2016 260 256 252 255 243 1266 -11 1255 2016 / 2017 159 156 150 138 136 739 3 742 2016 / 2017 282 260 256 252 255 1305 -11 1294 2017 / 2018 168 159 156 150 138 771 3 774 2017 / 2018 294 282 260 256 252 1344 -11 1333 2018 / 2019 177 168 159 156 150 810 3 813 2018 / 2019 311 294 282 260 256 1403 -11 1392 Bilborough Academy 11 12 13 14 15 Migration Fernwood 11 12 13 14 15 Migration 2007 / 2008 71 91 112 106 136 516 0 516 2007 / 2008 199 196 199 198 196 988 -4 984 2008 / 2009 92 71 91 112 106 472 0 472 2008 / 2009 203 199 196 199 198 995 -4 991 2009 / 2010 84 92 71 91 112 450 0 450 2009 / 2010 208 203 199 196 199 1005 -4 1001 2010 / 2011 78 84 92 71 91 416 0 416 2010 / 2011 194 208 203 199 196 1000 -4 996 2011 / 2012 84 78 84 92 71 409 0 409 2011 / 2012 201 194 208 203 199 1005 -4 1001 2012 / 2013 80 84 78 84 92 418 0 418 2012 / 2013 206 201 194 208 203 1012 -4 1008 2013 / 2014 85 80 84 78 84 411 0 411 2013 / 2014 206 206 201 194 208 1015 -4 1011 2014 / 2015 85 85 80 84 78 412 0 412 2014 / 2015 189 206 206 201 194 996 -4 992 2015 / 2016 90 85 85 80 84 424 0 424 2015 / 2016 207 189 206 206 201 1009 -4 1005 2016 / 2017 93 90 85 85 80 433 0 433 2016 / 2017 217 207 189 206 206 1025 -4 1021 2017 / 2018 98 93 90 85 85 451 0 451 2017 / 2018 226 217 207 189 206 1045 -4 1041 2018 / 2019 102 98 93 90 85 468 0 468 2018 / 2019 239 226 217 207 189 1078 -4 1074 Bulwell Academy 11 12 13 14 15 Migration Manning 11 12 13 14 15 Migration 2007 / 2008 152 171 199 192 231 945 0 945 2007 / 2008 84 80 101 105 120 490 10 500 2008 / 2009 179 152 171 199 192 893 0 893 2008 / 2009 91 84 80 101 105 461 10 471 2009 / 2010 167 179 152 171 199 868 0 868 2009 / 2010 98 91 84 80 101 454 10 464 2010 / 2011 184 167 179 152 171 853 0 853 2010 / 2011 89 98 91 84 80 442 10 452 2011 / 2012 154 184 167 179 152 836 0 836 2011 / 2012 87 89 98 91 84 449 10 459 2012 / 2013 151 154 184 167 179 835 0 835 2012 / 2013 91 87 89 98 91 456 10 466 2013 / 2014 146 151 154 184 167 802 0 802 2013 / 2014 91 91 87 89 98 456 10 466 2014 / 2015 160 146 151 154 184 795 0 795 2014 / 2015 87 91 91 87 89 445 10 455 2015 / 2016 164 160 146 151 154 775 0 775 2015 / 2016 105 87 91 91 87 461 10 471 2016 / 2017 170 164 160 146 151 791 0 791 2016 / 2017 97 105 87 91 91 471 10 481 2017 / 2018 180 170 164 160 146 820 0 820 2017 / 2018 103 97 105 87 91 483 10 493 2018 / 2019 188 180 170 164 160 862 0 862 2018 / 2019 109 103 97 105 87 501 10 511 Djanogly City Academy 11 12 13 14 15 Migration Bluecoat 11 12 13 14 15 Migration 2007 / 2008 270 270 274 271 271 1356 -7 1349 2007 / 2008 319 319 317 310 204 1469 0 1469 2008 / 2009 269 270 270 274 271 1354 -7 1347 2008 / 2009 307 319 319 317 310 1572 0 1572 2009 / 2010 286 269 270 270 274 1369 -7 1362 2009 / 2010 309 307 319 319 317 1571 0 1571 2010 / 2011 286 286 269 270 270 1381 -7 1374 2010 / 2011 299 309 307 319 319 1553 0 1553 2011 / 2012 272 286 286 269 270 1383 -7 1376 2011 / 2012 296 299 309 307 319 1530 0 1530 2012 / 2013 263 272 286 286 269 1376 -7 1369 2012 / 2013 302 296 299 309 307 1513 0 1513 2013 / 2014 277 263 272 286 286 1384 -7 1377 2013 / 2014 312 302 296 299 309 1518 0 1518 2014 / 2015 267 277 263 272 286 1365 -7 1358 2014 / 2015 299 312 302 296 299 1508 0 1508 2015 / 2016 280 267 277 263 272 1359 -7 1352 2015 / 2016 324 299 312 302 296 1533 0 1533 2016 / 2017 299 280 267 277 263 1386 -7 1379 2016 / 2017 336 324 299 312 302 1573 0 1573 2017 / 2018 311 299 280 267 277 1434 -7 1427 2017 / 2018 350 336 324 299 312 1621 0 1621 2018 / 2019 328 311 299 280 267 1485 -7 1478 2018 / 2019 369 350 336 324 299 1678 0 1678 Emmanuel 11 12 13 14 15 Migration Trinity 11 12 13 14 15 Migration 2007 / 2008 139 139 166 168 174 786 -8 778 2007 / 2008 178 177 175 167 164 861 2 863 2008 / 2009 160 139 139 166 168 772 -8 764 2008 / 2009 179 178 177 175 167 876 2 878 2009 / 2010 156 160 139 139 166 760 -8 752 2009 / 2010 180 179 178 177 175 889 2 891 2010 / 2011 148 156 160 139 139 742 -8 734 2010 / 2011 165 180 179 178 177 879 2 881 2011 / 2012 137 148 156 160 139 740 -8 732 2011 / 2012 168 165 180 179 178 870 2 872 2012 / 2013 154 137 148 156 160 755 -8 747 2012 / 2013 170 168 165 180 179 862 2 864 2013 / 2014 132 154 137 148 156 727 -8 719 2013 / 2014 166 170 168 165 180 849 2 851 2014 / 2015 173 132 154 137 148 744 -8 736 2014 / 2015 163 166 170 168 165 832 2 834 2015 / 2016 159 173 132 154 137 755 -8 747 2015 / 2016 178 163 166 170 168 845 2 847 2016 / 2017 173 159 173 132 154 791 -8 783 2016 / 2017 182 178 163 166 170 859 2 861 2017 / 2018 185 173 159 173 132 822 -8 814 2017 / 2018 191 182 178 163 166 880 2 882 2018 / 2019 192 185 173 159 173 882 -8 874 2018 / 2019 201 191 182 178 163 915 2 917 Farnborough/Fairham 11 12 13 14 15 Migration Top Valley 11 12 13 14 15 Migration 2007 / 2008 186 210 210 218 247 1071 -6 1065 2007 / 2008 181 136 156 177 173 823 -5 818 2008 / 2009 208 186 210 210 218 1032 -6 1026 2008 / 2009 178 181 136 156 177 828 -5 823 2009 / 2010 171 208 186 210 210 985 -6 979 2009 / 2010 163 178 181 136 156 814 -5 809 2010 / 2011 197 171 208 186 210 972 -6 966 2010 / 2011 170 163 178 181 136 828 -5 823 2011 / 2012 168 197 171 208 186 930 -6 924 2011 / 2012 160 170 163 178 181 852 -5 847 2012 / 2013 171 168 197 171 208 915 -6 909 2012 / 2013 141 160 170 163 178 812 -5 807 2013 / 2014 182 171 168 197 171 889 -6 883 2013 / 2014 156 141 160 170 163 790 -5 785 2014 / 2015 183 182 171 168 197 901 -6 895 2014 / 2015 171 156 141 160 170 798 -5 793 2015 / 2016 186 183 182 171 168 890 -6 884 2015 / 2016 166 171 156 141 160 794 -5 789 2016 / 2017 201 186 183 182 171 923 -6 917 2016 / 2017 180 166 171 156 141 814 -5 809 2017 / 2018 209 201 186 183 182 961 -6 955 2017 / 2018 189 180 166 171 156 862 -5 857 2018 / 2019 221 209 201 186 183 1000 -6 994 2018 / 2019 198 189 180 166 171 904 -5 899 Eastern Academy 11 12 13 14 15 Migration 2007 / 2008 278 291 292 286 309 1456 0 1456 2008 / 2009 318 278 291 292 286 1465 0 1465 Wave 5 Totals 11 12 13 14 15 Migration 2009 / 2010 310 318 278 291 292 1489 0 1489 2007 / 2008 1227 1170 1218 1208 1103 5926 -8 5918 2010 / 2011 267 310 318 278 291 1464 0 1464 2008 / 2009 1228 1227 1170 1218 1208 6051 -8 6043 2011 / 2012 252 267 310 318 278 1425 0 1425 2009 / 2010 1228 1228 1227 1170 1218 6071 -8 6063 2012 / 2013 259 252 267 310 318 1406 0 1406 2010 / 2011 1184 1228 1228 1227 1170 6037 -8 6029 2013 / 2014 248 259 252 267 310 1336 0 1336 2011 / 2012 1155 1184 1228 1228 1227 6022 -8 6014 2014 / 2015 264 248 259 252 267 1290 0 1290 2012 / 2013 1165 1155 1184 1228 1228 5960 -8 5952 2015 / 2016 275 264 248 259 252 1298 0 1298 2013 / 2014 1183 1165 1155 1184 1228 5915 -8 5907 2016 / 2017 285 275 264 248 259 1331 0 1331 2014 / 2015 1165 1183 1165 1155 1184 5852 -8 5844 2017 / 2018 299 285 275 264 248 1371 0 1371 2015 / 2016 1240 1165 1183 1165 1155 5908 -8 5900 2018 / 2019 316 299 285 275 264 1439 0 1439 2016 / 2017 1294 1240 1165 1183 1165 6047 -8 6039 Hadden Park 11 12 13 14 15 Migration 2017 / 2018 1353 1294 1240 1165 1183 6235 -8 6227 2007 / 2008 103 135 157 152 158 705 0 705 2018 / 2019 1427 1353 1294 1240 1165 6479 -8 6471 2008 / 2009 130 103 135 157 152 677 0 677 2009 / 2010 123 130 103 135 157 648 0 648 2010 / 2011 117 123 130 103 135 608 0 608 2011 / 2012 128 117 123 130 103 601 0 601 2012 / 2013 122 128 117 123 130 620 0 620 2013 / 2014 149 122 128 117 123 639 0 639 2014 / 2015 130 149 122 128 117 646 0 646 2015 / 2016 143 130 149 122 128 672 0 672 2016 / 2017 150 143 130 149 122 694 0 694 2017 / 2018 155 150 143 130 149 727 0 727 2018 / 2019 165 155 150 143 130 743 0 743
Wave 2 Totals 11 12 13 14 15 Migration Totals 11 12 13 14 15 Migration 2007 / 2008 1349 1437 1562 1549 1672 7569 -18 7551 2007 / 2008 2576 2607 2780 2757 2775 13495 -26 13469 2008 / 2009 1514 1349 1437 1562 1549 7411 -18 7393 2008 / 2009 2742 2576 2607 2780 2757 13462 -26 13436 2009 / 2010 1453 1514 1349 1437 1562 7315 -18 7297 2009 / 2010 2681 2742 2576 2607 2780 13386 -26 13360 2010 / 2011 1427 1453 1514 1349 1437 7180 -18 7162 2010 / 2011 2611 2681 2742 2576 2607 13217 -26 13191 2011 / 2012 1334 1427 1453 1514 1349 7077 -18 7059 2011 / 2012 2489 2611 2681 2742 2576 13099 -26 13073 2012 / 2013 1336 1334 1427 1453 1514 7064 -18 7046 2012 / 2013 2501 2489 2611 2681 2742 13024 -26 12998 2013 / 2014 1357 1336 1334 1427 1453 6907 -18 6889 2013 / 2014 2540 2501 2489 2611 2681 12822 -26 12796 2014 / 2015 1412 1357 1336 1334 1427 6866 -18 6848 2014 / 2015 2577 2540 2501 2489 2611 12718 -26 12692 2015 / 2016 1453 1412 1357 1336 1334 6892 -18 6874 2015 / 2016 2693 2577 2540 2501 2489 12800 -26 12774 2016 / 2017 1530 1453 1412 1357 1336 7088 -18 7070 2016 / 2017 2824 2693 2577 2540 2501 13135 -26 13109 2017 / 2018 1605 1530 1453 1412 1357 7357 -18 7339 2017 / 2018 2958 2824 2693 2577 2540 13592 -26 13566 2018 / 2019 1689 1605 1530 1453 1412 7689 -18 7671 2018 / 2019 3116 2958 2824 2693 2577 14168 -26 14142 APPENDIX 2 - DETAILED PUPIL PLACE PLANNING REQUIREMENTS AND PROJECTIONS
Wave 2
Bilborough Bulwell Djanogly City Farnborough/ Eastern Big Wood Emmanuel Hadden Park Total for year Academy Academy Academy Fairham Academy 2007 / 2008 737 516 945 1349 778 1065 1456 705 7551 2008 / 2009 749 472 893 1347 764 1026 1465 677 7393 2009 / 2010 749 450 868 1362 752 979 1489 648 7297 2010 / 2011 747 416 853 1374 734 966 1464 608 7162 2011 / 2012 756 409 836 1376 732 924 1425 601 7059 2012 / 2013 742 418 835 1369 747 909 1406 620 7046 2013 / 2014 722 411 802 1377 719 883 1336 639 6889 2014 / 2015 716 412 795 1358 736 895 1290 646 6848 2015 / 2016 722 424 775 1352 747 884 1298 672 6874 2016 / 2017 742 433 791 1379 783 917 1331 694 7070 2017 / 2018 774 451 820 1427 814 955 1371 727 7339 2018 / 2019 813 468 862 1478 874 994 1439 743 7671
Wave 5
Bluecoat Ellis Guilford Fernwood Manning Trinity Top Valley Total for year
2007 / 2008 1469 1284 984 500 863 818 5918 2008 / 2009 1572 1308 991 471 878 823 6043 2009 / 2010 1571 1327 1001 464 891 809 6063 2010 / 2011 1553 1324 996 452 881 823 6029 2011 / 2012 1530 1305 1001 459 872 847 6014 2012 / 2013 1513 1294 1008 466 864 807 5952 2013 / 2014 1518 1276 1011 466 851 785 5907 2014 / 2015 1508 1262 992 455 834 793 5844 2015 / 2016 1533 1255 1005 471 847 789 5900 2016 / 2017 1573 1294 1021 481 861 809 6039 2017 / 2018 1621 1333 1041 493 882 857 6227 2018 / 2019 1678 1392 1074 511 917 899 6471