Partnerships
September 2020
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Clerking September 2020
Welcome to TCAT
Dave McCready Chief Executive
02 The Partnership Agreement provides details of the services and levels of support our academies receive as a member of TCAT.
As a Trust, we recognise the importance of working collaboratively with all our partners in order to ensure that the funding we receive from central government is used to deliver the highest standard of education in all our academies, thereby maximising the life chances and future prospects of all our learners.
Our Central Services Team is pivotal in achieving this aim and the Partnership Agreement encapsulates our offer across four key areas, namely:
• Academy Improvement • Business • Clerking • Human Resources
Trust academies have access to these services through their membership but we are also able to provide other schools, academies and Trusts access to any of the services offered in the Partnership Agreement through a Service Level Agreement.
If this is of interest to any organisation, please contact the Trust to arrange an initial consultation.
03 Contents
Academy Improvement
Business
Clerking
Human Resources
The Consortium Academy Trust Harland Way, Cottingham, HU16 5PX.
Telephone Number 01482 469838
www.consortiumtrust.co.uk
04 September 2020 Academy Improvement Services
Sarah Young Service Lead Director of Education
05 The focus of the TCAT Academy Improvement Service is to support each academy to be as good as the best.
We recognise that every academy will go through phases of improvement and these are dependent on a number of variables, as highlighted in our evidence led Academy Improvement Model (Appendix 1). However, the Academy Improvement Team focus on ensuring that support work is a balance of reviewing performance and providing practical support delivered collaboratively for a sustained impact.
The purpose of this Partnership Agreement is to ensure that the support offered is relevant and bespoke to the individual academy, therefore a half day planning with the Director of Education or Director of Learning is included in the costings at the start of each academic year. This will highlight the activities which will take place between the academy and the Trust Academy Improvement Team and highlight Key Performance Indicators for the service.
06 Vision other to accountfortheexperiences ofourlearners. the Trust, useevidence basedpractice andholdeach that weidentifybestpractice from across andoutside within the Trust isasgoodthebestby ensuring Our ultimateaimisto ensure thatevery academy career development. develop their theirprofessional skillsandsupport ourworkforce to developsupport self-care strategies, a rewarding andchallengingprofession, weaimto work force. Recognisingthatworkingineducationis We aimto train, recruit andretain ourexceptional workload. experiences forourlearnersandimpactpositively on harmonise andshare bestpractice to deliver better language forourprofessionals to beableto elements ofgoodpedagogyanddevelop acommon aims to promote ashared understandingofthecore Our Pillarsof Teaching andLearning(Appendix2) their peersandourlearners. work hard to improve theexperienceforthemselves, recognising thatahappy healthystaffisbetterableto We promote thevalue ofwell-beingacross the Trust to collaborate. promoting best practice andproviding opportunities within ouracademies.We focusoncelebrating and self-improvement amongstallstaffteamsacross and We aimto deliver by creating aculture ofcontinuous accountability •establishrobust andtransparent systemsof interests oflearners commonapproaches where itis inthebest •actively encourage shared working,adopting •promote excellence foralllearners ofthe on thedelivery Trust Visionto: The AcademyImprovement focusses Service 07 Members of theTeam
Strategic Development ...... Sarah Young • Internal Audit – performance and Director of Education safeguarding • New HT mentoring • Strategic Partnerships • Strategic Lead of The Academy • Curriculum Collaboration Improvement Service • Income generation • Accountability Systems • NLE • HT Performance Management
Health and Well Being Support ...... Jennie Ellis • Wolfreton School and Sixth Form College Mental Health • Lead on the development of well-being Support Worker support strategy for staff • Provide self-care support for HTs/NQTs specifically as part of a planned Provide learner support at: programme • Howden School • Income generation • Cottingham High School and Sixth Form • NLE College
Justine Fenton Provide learner support at: • Hessle High School & Sixth Form College Mental Health • Holderness Academy & Sixth Form Support Worker College • Winifred Holtby Academy
Andy Hill Provide learner support in the primary Mental Health phase across all primary schools within the Support Worker Trust
08 Academy Improvement Leaders 2020/21 ......
Richard Hill Partner Schools: • Cottingham High School and Sixth Form Academy Improvement Leader College (Year 2) • Wolfreton School and Sixth Form College • Hessle High School & Sixth Form College Home School – Croxby Primary • Keyingham Primary School Focus Project Work: Vocabulary Gaps Evidence Leader in Education Certified David Hilton Partner Schools: • Winifred Holtby Academy Academy Improvement Leader • Howden School (Year 2) • Penshurst Primary Focus Project Work: Home School - CHS Collaboration – CPD Evidence Leader in Education Certified
Steve McKelvie Partner Schools: • Holderness Academy & Sixth Form College Academy Improvement Leader • Croxby Primary School (Year 2) Focus Project Work: Home School - WHA BEAMS Project Lead Metacognition
Amanda Welsh Partner Schools: • Swinemoor Primary Academy Improvement Leader (Year 1) Focus Project Work: Aspiration - Self efficacy Home School - CHS Learner Conferences Learner Leadership
Alex Morris-Jarvis Academy Improvement Leader (Year 1) Focus Project Work: Blended Learning Approaches Home School - WHA
09 Interim Teacher Service *Home School in BOLD ......
Daniel Jones Partner Schools: • Cottingham High School and Sixth Form Interim Teacher College • Wolfreton School and Sixth Form College • *Croxby Primary
Aidan Risebury Partner Schools: • Holderness Academy & Sixth Form Interim Teacher College • Winifred Holtby Academy • *Keyingham Primary
Calum Ward Partner Schools: • Hessle High School & Sixth Form Interim Teacher College • Howden School • *Penshurst Primary
Core Service in Detail 2020/21 *Activities will be scheduled with each Academy during the Autumn Term 2020
Continuing Professional Development and Learning ...... • TEACHMeets • Collaboration Events – Core Subject Leads, Moderation, Careers Leads, Senior Leaders • Focus on Well-Being – Adult and Youth Mental Health First Aid and Emotion The Trust is committed to the Coaching continuous development of its • RQT Mentoring own and other staff beyond the • Annual Teacher Conference Trust and by committing to the PA • Support Staff Conference the academy will gain access to a • Headteacher Mentoring wide range of pre organised CPD • Headteacher Board – Strategic and opportunities. Which include but Operational development are not limited to: • Safer Recruitment Training • NQT Supplementary Support *to address gaps in training as a consequence of CV-19 • Subject Knowledge Development • First Aid Training • Coaching Development
10 However, in addition the Trust can deliver a variety of CPD Opportunities that can be bespoke. Some of the areas for example are listed below, though these should be discussed:
• Leadership • Pedagogy • Curriculum Development • Support for underperforming departments or individual staff • OFSTED Preparation
Learner Development ......
We are able to run ‘Seminars’ for children and young people based on a. Understanding the route through learning learning activities or focus on aspects (either in lesson or overtime) – of statutory responsibility. compulsory for Year 7 learners across the Trust in Autumn term These will be discussed with the academy and b. Managing the Transition to Secondary written specifically for the age range to be School engaged. The expectation is that the academy c. Developing Resilience remains responsible for the behaviour of the d. Study Skills – compulsory for Year 8 learners throughout the delivery. learners across the Trust in Spring term e. British Values We can contribute to theme events with workshops in a variety of areas for example:
Learner Voice Activities ......
The Academy Improvement Team may conduct learner voice activities as part of our routine partnership work with academies.
However, specific work can be completed to focus on an area of concern or development at the request of HT, LGBs or the Trust.
As the Trust representative on the Sixth Form Local Board, the Director of Education will conduct annual KS5 Student Voice activities to inform the work of the Board.
11 Academy Reviews – Self Supported Review ......
As a Trust we recognise that simply sustained impact or a current area of passing judgement about the complex development. Focus examples may include: work of any academy is not going to lead to sustained improvement. • Evidence to support progress in a particular aspect of the academy’s work Each academy will have the opportunity to • Ratify self-evaluation judgements engage in a Self Supported Review annually, • Review implementation plans for a new followed by a shorter progress update. project
The Self Supported Review team will be made The SSR Report will be written by the SSR up of the most appropriate team from the Lead and shared with the HT within 5 working following pool of experts in discussion with days of the Review being completed. This the HT, to a maximum of three, plus a strong report will be robust and evidence based and recommendation that a member of the whole will always include suggestions for further school SLT relevant to the focus area is development and these can, if appropriate be involved: included in any CPD Plan or Learner Development opportunities. • Academy Improvement Director • External Advisor HTs are actively encouraged to share the SSR • Academy Improvement Leader Report with their LGB and use it as evidence to • Peer Expert – within or external to the Trust support Strategic Development Planning. • Peer Headteacher We have trained practitioners able to conduct The SSR Focus will be determined by the HT Reviews of Governance and Pupil Premium and should focus on gathering evidence to Reviews in line with OFSTED and DFE support development work undertaken for expectations.
Project Based Work ......
Our highly experienced Academy d. Quality Assurance Improvement Leaders, working with the Director of Education, can support *Quality of Education the school to design, implement and review a finite project related to any of The Trust has a wealth of Subject Leaders of the following areas: Education (SLE) who are highly experienced and willing to offer subject specific support. a. *Teaching and Learning HTs and other senior leaders are encouraged b. *Curriculum to identify areas of support which could be c. Well Being and Workload appropriate for the deployment of an SLE.
12 Headteacher Appraisal Support ......
Every Governing Body has a statutory • A draft of the Governors’ suggested requirement to seek external support Headteacher Appraisal Targets for their Headteacher Appraisal • Attendance to support and challenge the process and decision making for Governing Board Chair at the Headteacher transparency and equity in line with the Appraisal Meeting Nolan Principles for Public Funding. • Support for a pay progression recommendation where this is required The Director of Education, as an experienced • A final report of the Headteacher Appraisal System Leader provides this level of support Targets for the academic year to submit to for a Local Governing Board across all the Board academies. The support will embrace the academy’s current documentation, or review It is essential that documents are reviewed where Governors and the Headteacher feel and presented in a timely fashion. this is appropriate. The support will include: Documentation will be complete within 3 working days of each meeting (where there is • A pre-meet with the Headteacher to gain an no annual leave entitlement, which will be understanding of the priorities for academy discussed with Governors and the development (incl a documentation review) Headteacher prior to commencement) • A meeting with the Governing Board Chair and Headteacher A mid-year review of Appraisal Targets will also be supported.
13 Mental Health Support ......
Our team of Mental Health Support The Staff MHSW will offer the following Workers provide support to our support to groups of staff as a core offer: learners in negotiation with each academy, following the systems and • NQT/RQT – termly self-care sessions as a procedures as identified to each group to promote a life-long commitment to academy lead. Learner support will positive self-care either be: • Headteacher – biannually an individual self-care session as part of the Trust • Individual basis commitment to supporting the well-being of • Attendance at Multi Agency meeting by our leaders request of the academy • Promotion of Well-Being events across the • Small group work Trust – both national and internal • Therapy sessions- where this is within the • A support session for those staff entering training of the MHSW retirement, usually conducted as a group • Support for whole school well-being events but individuals can request a further • Links with the Student/Pupil Council to session establish school wide promotion of good mental health and well-being In addition a self-referral system for first tier mental health support is available in partnership with the Trust HR team.
14 Academy Commitment: ......
Engage fully in opportunities for review and Maintain a Curriculum Lead Financial Planning continuous sustained development available model that makes the most effective use of financial resources to enable a high quality Be generous of spirit to offer support to other learner experience and spending flexibility to academies within the Trust (and perhaps invest in the staff team beyond) by supporting colleagues who are expert in their field to engage in SSR process, Promote the Better Together @ TCAT agenda recognising the high quality CPDL this will continually within the academy deliver for their own staff and academy Provide a DSL/DDSL/CP link for the Mental Release the Headteacher to participate in at Health Support Worker least 1 peer review each year, if requested to do so Provide professional and well evidenced feedback on all aspects of the Trust and the Release the Headteacher, or in their absence Academy Improvement team in a timely the DH to participate in Strategic and fashion, enabling any concerns to be Operational Headteacher Board meetings to addressed swiftly and the service developed develop for the good of all academies within further the Trust *It should be noted that for Highlight CPDL opportunities positively to all schools/academies joining the Trust as staff and enable engagement, including by sponsored, a separate Action Plan will be highlighting Training Events in the annual developed, supported by the Trust Academy calendar Improvement Team to swiftly and effectively address any underperformance.
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16 EMBRACING Appendix 2 FEEDBACK ...... TECHNOLOGY Learners: • consistent and overt • Develop a mature approach • high quality leading ALWAYS to to the power of technology improvement • Transferable skills • variety of methods used • Excitement about a world not yet effectively realised! • Access to 24/7 learning Staff: • Technology as a tool NOT as a • understand barriers to receiving slave! feedback • Impact of technology on first • ethos of continuous self quality teaching improvement • self-reflective practitioners “A person who never made a • TCAT Language of Learning WONDER AWE AND AWE EVIDENCE mistake never tried anything new”. LEARNING INNOVATION INSPIRATION “We all need people who will give Albert Einstein us feedback. That’s how we Scientist 1879-1955 improve”.
Bill Gates Owner Microsoft COLLABORATION
Learners: • learn through cooperative learning • develop resilience ASPIRATION • recognise and celebrate qualities in 5 Pillars of others • Strategic programme of CEIAG • develop empathy and character from Year 1-Year 13 • Meet and exceed the IAG Staff: Teaching and Learning • share ‘great’ practice Statutory Guidance • develop team approaches • Breakdown barriers to social • challenge each other mobility • reflect on own workload/wellbeing • Raise ambition and awareness • engage in evidence based research and development • Motivate and engage META-COGNITION “You can do what I cannot. I can do what you cannot. Together we can • Consistent questioning strategy “You can’t solve a problem until “Whatever you are, be a good one”. do great things”. • Develop high quality 'low threat, high • Focus of resilience and independence you’re asking the right question”. challenge' questions • Facilitate learning Abraham Lincoln Mother Theresa US President 1861-1865 • Problem solving • Utilise a range of activities Anon Missionary 1910-1997 • Developing vocabulary • Promote space for thinking September 2020
Business
Clare Thorley Service Lead Director of Business
18 Overview
One of the benefits of a MAT is the opportunity to work collaboratively in order to help all academies in the Trust manage their funding and resources efficiently.
This will allow Academies to implement the required staffing structure, provide a safe environment and implement the right ICT provision to support teaching and learning.
The Trust’s Business partnership agreement supports the Headteachers and stakeholders on all Business aspects of their Academies. The areas of support included within this agreement are:
1. Finance
2. Estates
3. ICT
4. Marketing and Communications
19 Business Director of Business C Thorley
The Director of Business leads these services; the structure of the Business team is shown here:
Director of Finance Head of Estates Head of ICT Marketing and K Hind P Morris D Brooke Communications
20 Manager C Gordon
Academy Academy Academy Academy Academy Operations Business Manager Business Manager Business Manager Business Manager Business Manager Finance Manager D Bostock Vacancy S Lazenby J Reed J Willerton R Van Dyk
To contact the Finance Team please telephone 01482 469838
Finance Officer Finance Officer Finance Assistant Finance Assistant Finance Assistant Finance Assistant D Cunningham C Fisher J Himsworth M Johnson A Walker/ E Fox L Coupland - Oxley 1. Finance Introduction ...... Securing financial efficiency in the current economic £ climate does require a change in customs and practice from the historic position where individual academies worked in isolation, to the current understanding where best practice indicates the most effective method is to introduce Trust-wide systems, structures and protocols that meet the needs of all.
As a Trust, we have adopted the approach of centralisation of finance; this service will deliver efficiencies for all Academies within the Trust.
Finance Team ...... The Finance team provides finance services to Academies, within the service, Headteachers have access to the Director of Finance and Academy Business Managers who will provide strategic business planning advice and support.
Services in detail ...... Academy Business Managers - support each academy with strategic business financial planning, the production and monitoring of the Academy Financial Plan, ESFA Financial returns (in collaboration with the Director of Finance), monthly management accounts and budget monitoring. They will ensure that Headteachers work within the Trust Scheme of Delegation, the Academies Financial Handbook and the Financial Levels of Authority Statement. The Academy Business Manager will provide on-site assistance 1 day per week for Secondaries and ½ day per week (or 1 day a fortnight) for Primaries.
Finance Operations Team - This service covers all processing and payment of all financial expenditure by the academy.
The operational finance support service includes the following Finance provision:
21 • Supplier setup – includes obtaining all • Monitoring of all on line payment systems relevant information from supplier and reporting on the payment status of • Purchase order requisition service – trips and other items, in liaison with the Academies are all required to use the SAGE academy requisition service. Implementation and • Customer invoices training is provided by the finance team • Bank accounts – the team will monitor all This service also allows budget holders to sales payments (including trips/music view and monitor their budget allocations tuition)/bank payments/income received by • Processing of orders within the agreed the individual Academy delegated powers of authority • Booking of overnight • Delivery monitoring and returns accommodation/CPD/Train tickets • Invoice payment processing • Checking and approval of trip/visit financial • Process and manage all charge card viability payments/Direct debit payments
Activities to be undertaken at academy level ......
Placing purchase requisitions on the the guidelines in the Trust’s Procurement web portal, in line with the Trust’s Policy. This will ensure that the Trust is able to purchase requisition and authorisation negotiate with suppliers to secure the best guidance. value for the benefit of all academies.
Petty cash distribution, receipt and distribution Headteachers should not sign any contracts of deliveries, in liaison with central finance unless requested to do so by the Director of arrange return of damaged/incorrect Business. deliveries. Administration of the online payment system including start of year and Integrated Curriculum end of year tasks. Letters to parents, which Financial Planning (ICFP) include on line payment log in details and the ...... input/amendment/removal of the payment ICFP provides a means of bringing together items including trips/music tuition/revision the curriculum and budget planning and if guides, liaising with parents regarding lunch used correctly can help academies use their payment debtors and recording of cash available resources as effectively as possible income will remain with the academy. by adopting a strategic approach with regard to the curriculum offered and the staff Procurement deployed to deliver that curriculum...... It is possible to make significant financial This will be co-ordinated by the CEO and efficiencies using an effective procurement Director of Education in consultation with the process deployed by all academies in the academy. The Trust requires Headteachers to Trust. In order to maximise these efficiencies, follow the Trust Financial Protocols as shown. procurement will take place centrally following
22 Financial Protocols Overview ...... One of the benefits of a MAT is the opportunity to work collaboratively in order to help all academies in the Trust manage their funding and resources efficiently for the benefit of all learners.
Securing financial efficiency in the current economic climate does require a change in customs and practice from the historic position where individual academies worked in isolation, to the current understanding where best practice indicates the most effective method is to introduce Trust-wide systems, structures and protocols that meet the needs of all. As a Trust, we have adopted this approach and the centralisation of finance should deliver efficiencies for all.
Services provided to academies ...... Academy Business Managers - support each academy with strategic business financial planning, the production and monitoring of the Academy Financial Plan, ESFA Financial returns (in collaboration with the Director of Finance), monthly management accounts and budget monitoring. They will ensure that Headteachers work within the Trust Scheme of Delegation, the Academies Financial Handbook and the Financial Levels of Authority Statement.
Finance Operations Team - Processing and payment of all financial expenditure and recording of all income by the academy.
These teams will offer high levels of challenge and support.
Activities to be undertaken at academy level ...... Petty cash distribution, receipt and distribution of deliveries and recording of cash income will remain with the academy. Financial Protocols Financial
23 Trust Expectations • The 5-year budget plan must show an in-year surplus for at least years 1 and Headteachers are responsible for their 2. Planning during year 1 can then take budgets and the Trust seeks to ensure that place to overcome any projected deficits in wherever possible funding supports the years 3 to 5. delivery of a high quality of education • Any academy faced with the prospect of provided by the academy. setting a deficit in-year budget must inform the Director of Finance as early as possible The Trust is responsible for ensuring that during the budget planning process once public money is spent in accordance with the the funding allocation is confirmed by the regulations laid down in The Academies ESFA in February. This will provide an Financial Handbook. The Trust therefore has opportunity to consider the actions which established a number of key, non-negotiable will need to be undertaken to rectify this expectations that all academies must adhere position. to. These are: Budget deficit • Strategic budget planning is an important role of the Headteacher working in • In the exceptional circumstances where the partnership with an Academy Business only option is to set a deficit in-year budget Manager. The HCSS software enables a this will only be considered as a last resort 5-year budget forecast to be created and and approval must be given by the Director this allows the Headteacher to use this of Business and CEO in accordance with information, (supported by other tools such the guidance stated in the Trust’s Financial as CLFP, Curriculum Reviews, staffing Levels of Authority Statement. considerations and future learner numbers), • Any requests for setting a deficit in-year to make informed medium term decisions budget will not be authorised without a that will ensure the academy maintains a robust Recovery Plan. This plan should be surplus budget. time-limited with the expectation being that • The expectation is that all academies will the academy will return to a balanced set, and operate within the approved (ideally surplus) in-year position within an in-year balanced budget. If there is a agreed timescale. requirement to increase the approved budget lines this must be funded within the agreed budget and not from the in-year surplus. If this is not possible and if the requirement is to use the surplus in-year balance, prior approval will be required from the Director of Finance. Headteachers are expected to include a plan to recover this additional expenditure within the current academic year.
24 Academy Business Manager meeting between the Academy Business (ABM) visits Manager and the Headteacher which will ...... allow the Headteacher to provide an update The key to effective budget monitoring is to on any relevant academy changes since the see it as an ongoing process involving the Academy Business Manager’s last visit. Academy Business Manager and the This meeting should include an update on Academy Headteacher. all staffing changes and recruitment proposals, with the opportunity to discuss It is important that regular, weekly meetings the rationale and business reasons for any take place between the Headteacher and proposed changes, taking into Academy Business Manager with the latter consideration the current and future budget informing the Headteacher of the implications position of the academy. The Academy of any changes to the budget as a Business Manager’s authorisation of any consequence of additional spending and/or recruitment appointment forms should be unplanned expenditure. There should be no completed at this meeting ‘surprises’ once an agreed budget is running, • If during budget monitoring it is felt that an and while it is acknowledged that there are academy’s budget is likely to reduce the occasions when additional costs are approved in year balance, funding for this unavoidable due to circumstances beyond the must be found within the approved budget. control of the academy, such as long term If this is not possible, prior approval from absence and national staff pay rises above the Director of Finance will be required; all expected (and budgeted) percentages, every requests need to include a timed Recovery attempt must be made to adhere to the Plan budget set. • All changes to a budget line must be recorded in the monthly accounts The Academy Business Manager’s weekly visits • All work requests for the Academy to individual academies will take place on a Business Manager will be agreed during the day agreed between the Headteacher and the meeting and a timescale for completion will Academy Business Manager and while every be agreed attempt will be made to adhere to this there • In order to ensure that the Trust remains may be occasions when due to Trust need the compliant and uses approved suppliers day may need to be changed. This will be done who offer best value, all supplier contracts / in consultation with the Headteacher. agreements must be approved by the Director of Business. Such requests must In order to maximise the use of the weekly be discussed with the Academy Business visits the following points should be noted: Manager • Although responsibility for financial management lies with the Headteacher, in • Headteachers need to ensure that the extreme cases the Director of Finance may Academy Business Manager’s weekly visit take control of an academy’s finances in to their academy is carefully planned to order to achieve a balanced position within make effective use of everyone’s time. It is an acceptable timescale (determined by the expected that the day will start with a Director of Business and CEO)
25 Budget Holders at ‘Lagged’ Funding Academy Level ...... This situation occurs when an academy’s It is likely that there will be a number of learner numbers increase significantly due to middle and senior leaders in an academy a small year group leaving and being who have responsibility for an identified sum replaced by a larger group on entry. as part of the academy’s overall budget. The fund for an academic year is calculated on It is important that these colleagues the previous year’s School Census numbers understand their responsibilities in terms of and this can result in a situation where an ensuring that they operate within the academy needs to run more classes in a limitations of the budget allocated to them. It particular year group than those funded. is the responsibility of the Headteacher to Although some Local Authorities including Hull ensure this. make an allowance for this in the methodology used to allocate funding to schools, the East Trust Reserves Riding currently has no such scheme...... The Trust operates a Reserves Policy. As a Trust some of our academies have faced this situation in recent years and there has This is to ensure the stability of the Trust’s been a requirement to appoint additional operations, to protect from the impact of teachers and support staff in order to deliver unplanned large expenditure and to enable the curriculum. In some cases, this has planning for the future. The Trust holds caused an academy to fall into a deficit in-year Reserves in order to make sufficient provision budget position. for future cash flow requirements, to provide a cushion to deal with unexpected emergencies Ideally, in this situation Trust Reserves would and to build up funding for planned future be used to provide a ‘loan’ to that academy to capital projects. cover these additional costs. The loan should be paid back in subsequent years once the The Director of Finance will determine the level funding has been received for these learners. of in year revenue each academy is required to This highlights the importance of the Trust contribute to reserves. This will be building a healthy reserve, but this can only be communicated to Headteachers when their achieved if all academies manage their funds Central Contribution for the year is set, around effectively to secure a surplus each year. March.
Reserves are held at Trust level and the use of Reserves must be approved by the Director of Business and CEO and/or the Trust Board in accordance with the Financial Levels of Authority statement.
26 Procurement Integrated Curriculum ...... Financial Planning (ICFP) It is possible to make significant financial ...... efficiencies using an effective procurement ICFP provides a means of bringing together process deployed by all academies in the the curriculum and budget planning and if Trust. used correctly can help academies use their available resources as effectively as possible In order to maximise these efficiencies, by adopting a strategic approach with regard procurement will take place centrally following to the curriculum offered and the staff the guidelines in the Trust’s Procurement deployed to deliver that curriculum. Policy. This will ensure that the Trust is able to negotiate with suppliers to secure the best However, it does not remove the need for value for the benefit of all academies. strategic budget planning. The outcomes of the process can be used to start a In practice this means that all contracts conversation about the type of curriculum that should be procured through the central team should be delivered to meet the needs of all and not by individual academies. The Trust will groups of learners and the funding available to ensure all contract terms and conditions are achieve this. reviewed. Headteachers should not sign any contracts unless requested to do so by the Director of Business. The Headteacher Board provides a forum for discussing the merits of a particular supplier and whether a contract would benefit all academies.
27 2. Estates and Facilities Management Vision ......
To provide an outstanding, fit-for-purpose environment that enhances the best outcomes for all our learners, is valued by our colleagues and our communities; and supports the academic vision of the Trust.
Mission ...... To provide the best possible facilities for our learners and staff. To be good neighbours and valued members of our community. To be ethical, socially conscious and environmentally responsible.
Service detail ...... Academies benefit from a supportive, inclusive and ethical service that currently provides:
Competent H&S advice ...... • All TCAT academies have access to a professional and trusted Health and Safety service with easily accessible advice, information and guidance and on-site support where required. • Regular Health and Safety system and site audits carried out by the Trusts’ Head of Estates and our competent advisor. The advisor provides a written report and action plan, which the Estates Team uses to monitor compliance and improve standards. • An effective Trust-wide Health and Safety Policy, supporting policies, documents and risk assessments. • Regular compliance audits to ensure all duties and responsibilities in managing asbestos, fire, traffic and legionella risks are identified, recorded and managed. Estates and Estates and Management Facilities
28 Insurance ...... • Buildings and Contents; Public and Employee Liability; School Journey including Winter Sports; Chancel and Motor insurances are provided as a part of this agreement, as is information, advice and guidance on insurance queries and claim handling.
Strategic facilities management ...... • Tactical and operational support to facilities teams (Facility Managers and their teams, Caretaking, Grounds Maintenance, Cleaning and Catering) and any contracted-out facilities- based services. • Membership of the Facilities Management Working Group. A local network of facilities professionals sharing practical information and experience. Guided by, and developing a common timetable of inspections, audits and compliance checks, ensuring that all of our academies operate in a safe, efficient and ethical manner. • Independently and regularly produced Asset Management Condition Surveys, which provide the base-line data to guide academy improvements.
Planned improvement and development programme ......
• Based on the condition surveys, a major part of the asset management plan is to improve accommodation across all Trust academies, and plan for expansion where we need to, to meet future accommodation needs.
Access to the Schools Condition Allocation ...... • This funding currently allows us to invest in our academies, improving the teaching and learning environment, reducing our environmental impact and academy running costs wherever possible. • Support and guidance for funding through the internal SCA process and external bids and applications.
Quality and value testing of service contracts ...... • Ensuring academies obtain the best possible services and goods at the best possible price.
Branded signage ...... • As a partner academy within the Trust, external branded signage makes each academy identifiable as part of TCAT.
29 Cyclical and pre-programmed maintenance ...... • The management fee is included as part of this agreement, offering individual academies an immediate cost saving.
2020/21 Partnership Agreement ...... In the future, the Estates Team are academies meet audit requirements and working towards providing the that insurance valuations are accurately following as part of the agreement for reflected in the stored data. 2020/21 and beyond; • Centralised approach to purchasing services and supplies - to reduce • Display Energy Certification - provides procurement time and costs and provide academies and the Trust with nationally consistency of quality standards. benchmarked data to measure our • Centralised lettings management - environmental performance. (internal room bookings during the school • Radiation Protection Advice - a competent day will remain the responsibility of the and trusted professional service to ensure individual academies). Administered our academies are compliant with current centrally, but acting globally, availability of radiation legislation, have the appropriate facilities for hire can be searched across all systems and controls in place and are sites and alternatives offered if the registered with the regulatory body. customers’ first choice is not available, • A centralised helpdesk (joint project and maximising potential income generation. provision with ICT) - which will give • Providing a turnkey Total Facilities colleagues access to an easily accessible Management solution - to all our one-stop-shop for reporting faults and academies, releasing Headteachers, Local requesting assistance, across both facilities Governing Boards and Academy Leadership and IT. Teams to focus on Teaching and Learning. • Standardise Estates roles and • Carbon Management Plan - reducing responsibilities across the Trust - standard environment impact of the way we operate FM job specifications will assure and manage our estate. consistency of provision, cost and quality. • Subscription to CLEAPSS - the definitive • Trust-wide standard operating procedures basis for safe practice for practical work in (e.g. accident reporting, CCTV, lettings, academies. Practical specialist advice for etc.) - provide consistent and robust Science, Technology and Art practitioners, approaches to how our academies operate. technicians and H&S Leads including • Inventory management system (joint model risk assessments, hazards and project and provision with ICT) - a Trust- training. wide common inventory to ensure partner
30 3. ICT Our ICT Vision ...... We recognise ICT is an integral element of life and take a user first approach to deliver excellence, staying agile to drive innovation whilst keeping core assets safe and resilient.
With ICT at the heart of learning and management, we will work together to achieve the best opportunities and outcomes for all our stakeholders.
Our Mission ...... • Service Excellence – a ‘User First’ approach; responding flexibly with agility to academy needs whilst delivering exceptional customer service, gaining a reputation locally / regionally of having the expertise to provide outstanding support.
• Infrastructure – an agile environment; having a common ICT platform which is of modern architecture supporting an efficient, agile and mobile working culture with a development structure which provides opportunities for all staff.
• Digital Leaders – a digital transformation; engage all users to exploit digital opportunities. A transformation which has the greatest impact for student and staff experience with optimum value from investments.
• Information Security – secure and reliable robust arrangements for business continuity, information management, governance and security. Develop digital skills, culture and innovation at all levels within the Trust. ICT
31 What to expect from us? ......
• A central ICT strategy systems and users and to ensure best • Strategic / Operational support to all stake practice holders in relation to ICT • Procurement services to ensure academies • Ad-Hoc telephone / email support from the receive best value and to build on Trust’s Head of ICT economies of scale • Information, advice and guidance to local • Access to the ICT element of the Schools ICT teams in producing a standard set of Condition Allocation (SCA). This funding configuration documents, namely; currently allows us to invest in our academies ensuring we utilize the right ICT Development Plan technology to help deliver outstanding Asset Register teaching and learning Capital Replacement Plans • Support and guidance for funding through Business Continuity Plans the internal SCA process, external bids and Backup Strategy applications Disaster Recovery Procedure • ICT Team working group meetings held Network Configuration termly to facilitate sharing of practical WAN/LAN Topology information and experiences WLAN Topology / Survey • A centralised helpdesk function which will License Entitlements ad Support allow all stakeholders to engage with the Contracts ICT Team to facilitate support • Standard set of service reports relating to • Broadband and filtering provision ICT with set key performance indicators • Third line technical support provided (KPI) through East Riding Yorkshire Council • Trust-wide asset management ensuring Schools ICT Services devices are safe and secure • Annual external penetration testing to • Academy contribution to a central ICT protect our systems and users from Development Fund to improve Trust wide external influences ICT facilities which in turn reduces local • Trust-wide ICT policies to protect our Academy spend
In the near future ...... • Standard ICT roles and responsibility across the Trust with refreshed job descriptions and profiles will ensure consistency of provision, cost and quality. • Proactive monitoring of academy networks to pre-empt any potential issues.
32 4. Marketing and Communications Introduction ...... The Marketing and Communications Partnership Agreement provides a strategy for the corporate branding of each individual Academy, including the implementation and promotion of this.
It will devise and manage a communications strategy, both internally and externally, allowing the Academy to foster good relationships with their local communities and the media.
The broad areas covered by the strategy include:
• Guidance on the production/sources of all external marketing documentation and media to a professional standard including the redesign and development of the Academy website • Advice on events management for key dates in the Academy calendar • Help with the creation of high quality recruitment materials
Improvement
Business
Clerking Services
Human Resources SEP 2020 Marketing and and Marketing Communications
33 Service in detail ...... Core Provision: The Marketing and Communications Partnership Agreement provides the following for an Academy:
Marketing Strategy Meeting ......
- Marketing and Communications Manager (MCM) meets with the Headteacher to discuss strategic marketing requirements to ensure consistency in following vision and values of both the Academy and of the Trust.
Website ......
- Each Academy will have the benefit of a new website, with on-going project management by the Marketing and Communications Manager (MCM).Training will be provided to the key Academy user/s on updating website as required once website complete.
Photography ......
- The MCM will work with the Academy (with the assistance of a designated school contact) to ensure that a stock of professional high quality images are produced. The images will be used to best present the life of the Academy in all marketing materials throughout the year.
Branding ......
- A branding document produced by the MCM will provide guidance for the Academy on the use of the correct house style for fonts, colours, logo usage etc. This should then form the basis for all Academy literature, internal and external.
34 Academies receive on-going access, advice and guidance on:
Marketing Audit Press ...... An audit will be undertaken annually by the The Marketing and Communications MCM (or a member of the team) to ensure Partnership provides each Academy with onsite consistency of Academy and Trust support through a Crisis Public Relations SLA branding and to provide an additional with the East Riding Local Authority. This opportunity to discuss on-going requirements. provides up to 20 hours of dedicated advice, support and guidance each year across the Printed materials Trust on media and publicity issues, including ...... the provision of crisis management The MCM will have an overview of all external communications. Each Headteacher is the key marketing documents and provide guidance to contact for their Academy. During normal ensure a professional standard is maintained. working hours, any queries should be directed This includes the Prospectus as the through the MCM for guidance and to ensure Academy’s main annual external publication. key stakeholders are kept informed and reassured during a crisis. This can include Event materials internal stakeholders such as staff members, ...... trustees and governors as well as students, The MCM will ensure that each school is parents and the local community. equipped with a range of suitable marketing materials to be able to host professional Branding of Academy building events, both within the Academy and ...... externally. This may include, but is not limited Guidance provided with presentation of to, tablecloths, roll-up banners, A frames for Academy buildings, both internally and directional signage, hanging outdoor banners externally to ensure compliance with both etc. Academy and Trust corporate branding – this includes external signage on buildings as well Advertising as internally, including the main visitor ...... reception space where focus may be more on The MCM will co-ordinate Trust wide vision and values. procurement of advertising for events such as Open Evenings across the Trust to ensure best Recruitment ...... rates are achieved. Guidance will be provided to ensure each Academy’s advertising is cost Guidance will be provided with recruitment effective, targeted and ethical. packs to ensure compliance with both Academy and Trust branding, accuracy and consistency of message with a view to ensuring the recruitment and retention of high quality members of staff.
35 Termly Meeting with Promotion as part of TCAT Headteacher ...... Each Academy will benefit from promotion Termly meeting available with MCM to discuss both internally and externally through their developments within the Academy. membership of TCAT. Academy news stories will feature in the TCAT newsletter and website and individual academies will be promoted at Trust events.
Additional Services Subject to discussion and requirements, a range of other services are available outside of the core offer at an additional cost. This may include, but is not limited to: Additional Printed Materials ...... This may include Staff Diaries, Student Planners, Parent Handbooks and other printed literature.
Internal Displays ...... Provision of both generic themed and individual bespoke high quality classroom and corridor displays – including design work, production, fitting.
One-off bespoke projects ...... Assistance with new initiatives, for example the implementation of a new House system: necessitating graphic design artwork for House shields, guidance with concept and slogans/wording to ensure a fit with existing Academy and Trust ethos etc
Event co-ordination ...... Support from the Marketing Team with the running of external events such as an Academic Awards Evening, Sports Presentation Evening, Prom etc
Please get in touch to discuss further any requirements you may have.
Future developments:
Marketing of a Centralised Lettings Management Service Work with the Head of Estates to help promote the facilities available for hire, both in individual academies and then across the Trust, to ensure alternatives are offered if there is a lack of availability at one academy, thereby maximising income generation.
36 September 2020
Clerking Services
Gilly Stafford Service Lead Clerk to the Trust
37 Area of Service – ‘Clerking Services’ Introduction
The TCAT Clerking Services Partnership Agreement provides detail of what is offered to each academy in order to support effective governance.
All governing bodies are required to appoint a Clerk. The Clerk must deliver a full service to support governors to fulfil their statutory role and thus support the governing body to achieve its core functions.
38 In order to do this the Clerk will provide:
• Administrative and organisational support • Guidance to ensure the local governing body works in compliance with the regulatory framework • Advice on procedural matters relating to the operation of the governing body
Services ...... If the Clerk is appointed from within the Trust, then ongoing training and support will be provided by the Clerk to the Trust in the form of the following:
• High quality and ongoing professional development to develop confidence in the role • Assistance to produce effective agendas (in consultation with the Chair) • ‘Supported dual clerking’ at meetings until competence is achieved • Advice and guidance on corporate timescales of when reports are required in compliance with established standards • Assistance to circulate papers at least seven days in advance of the meeting to facilitate effective discussion • Assistance to produce high quality minutes capturing evidence of the governing body’s ability to challenge and to demonstrate its leadership role • Working with the trainee to ensure the Trust corporate style is adopted • Clerks will be invited to attend termly meetings to share good practice and ensure harmonisation
In addition to this support, the following will be provided from the Clerk to the Trust:
• Provision of a governor booklet to support governors through induction • Procedural advice on the statutory functions of the governing body • Provision of Trust policies and guidance on academy-based Clerking policies
39 • Advice on terms of office and re-appointment of governors • Advice on the Company Articles, the Trust Scheme of Delegation and the LGB Terms of Reference • Ongoing advice and support • Maintenance of the Get Information About Schools (GIAS) site for all governor information • Advice, support and provision of documentation in relation to election of parent and staff governors • Advice relating to the maintenance of records relating to the governing body such as membership, attendance at meetings, personal details and pecuniary interests • Advice on what should be published on the academy websites regarding governance • A link to all governors to enable access to the NGA Learning Link online platform • Invitations to relevant training events • Provision of a trained substitute Clerk if the appointed Clerk is unable to attend a meeting
40 September 2020
Human Resources
Jane Simpson Service Lead Director of HR
41 Introduction
Human Resources (HR) specialise in providing advice and guidance on employment matters to enable each of our academies to manage their staff effectively and within employment law.
HR will work in partnership with each academy to ensure that you have access to a personalised package of HR advice and support on all employment matters. We will outline the HR strategy for the Trust ensuring compliance with legislation and delivering HR best practice. We will work with you on all aspects of the management of people within the Trust from recruitment and selection to payroll, employee relations, policies and procedures, training and development and staff wellbeing.
This is supported, monitored and evaluated by a variety of different means that include appropriate staff training, audits of practice, weekly updates via email, sharing of good practice in forums and maintaining good links and working relationships with outside agency professionals, including the Local Authority.
42 Our Agreement ...... This open-ended agreement is from 1 September 2020 and remains in operation indefinitely unless withdrawn or superseded, and is made between [Academy] and The Consortium Academy Trust and will be reviewed every 12 months.
The agreement is intended to ensure transparency around the provision of Human Resource Services provided by The Consortium Academy Trust.
Responsibilities of TCAT – HR Central Services ...... • To ensure statutory legalisation is adhered to • To implement Trust policies • To provide an approachable friendly, professional service • Provide telephone, email and face to face support and guidance • To support you with the management of the employee lifecycle • To provide appropriate training and support • Providing an efficient and effective HR and Recruitment service • To keep all confidential information in the strictest confidence and will not disclose any part of it to any person, without prior consent
Responsibilities of the Academy ...... • To alert us when there are Employee Relations concerns • To alert us when there are recruitment needs and vacancies • To alert us to Safeguarding concerns involving employees • To ensure the provider is informed of Attendance issues • To follow best practice guidance provided by the HR team • To follow Trust policies and procedures including recruitment procedures • Acknowledges that, for the benefit of all academies, the Provider has structured and costed the provision of the Services on the basis of average levels of use. By taking this approach, the Provider is able to deliver a quality service to all academies
Human Resources • Is responsible for ensuring that all staffing costs are within the academy’s financial planning
43 Service Delivery ...... The Provider will proactively manage and support the Academy with all aspects of Employee Relations cases including safeguarding cases involving employees, Disciplinary, Grievance, Capability, Attendance and Recruitment. The Provider will provide necessary expertise and advice to support the effective management of these areas.
The standard services provided under this agreement are:
OurTeam
HR Operations Team Responsibilities ......
• Deliver a full range of quality efficient and effective HR services to ensure the application of good HR practices that assist the Trust in meeting its key objectives • Provide and promote advice and guidance on all HR matters by interpreting Policies and Procedures, and employment law • Understanding and applying local and National terms and conditions of service, policies and practice to ensure consistent implementation and management across the Trust • Provide a professional and proactive approach to ensure that the HR Team meet their key objectives and current and future employment legislation requirements • Supporting, guiding and line managing the HR Advisory team to ensure that the quality of service is continuously developing to meet the needs of the Trust, and to ensure that the Team’s objectives and performance measures are met • Undertaking special projects when required and providing appropriate training to employees of the Trust on HR matters
44 HR Advisory Team Responsibilities ......
• To provide an interface between customers (internal and external) and the HR team, by providing a high-quality HR Advisory service, initiating and resolving a range of HR issues • To advise managers and employees upon a range of queries related to HR Processes, terms and conditions of employment, and interpretation of HR policies and procedures • To process the payroll and pension for the Trust, including processing maternity and adoption leave and to provide advice and guidance to managers and employees on these matters • To provide admin support to the HR Operations team, i.e. diary management of investigations, hearings and other HR meetings, along with providing the necessary documentation, and letters • To contribute to the provision of a range of management information and employee statistics, for monitoring, and for external bodies • To provide general support to the HR Operations team, including project based assignments and minute taking were necessary
Human Resources Structure ......
Director of Human Resources Jane Simpson
The HR Advice Team ......
Human Resources Payroll For HR advice regarding Business Partner Manager employee relations and policy Amanda Bridgeman Jeannette Pegg queries, the HR advice team can be contacted between the hours of:
Monday to Thursday
Senior Pensions Human Resources Human Resources Human Resources 8.15 am to 4.15 pm Administrator Advisor Advisor Advisor Carol Lightowler Lynne Stothard Louise Blackburn Nicky Wilson Friday 8.15 am to 3.30 pm
45 Human Resources Records The Central HR Team will: ...... All electronic employee records will be retained • Provide guidance on all aspects of teaching and support staff pay and and maintained by Central Services, and a conditions of service, including a response copy will be retained at the Academy in to individual or collective issues either in accordance with the provisions of the General writing, by telephone or by email Data Protection Regulation, and the Trust’s • Undertake all necessary administration of Records Management Policy. arrangements for statutory and occupational maternity leave including The General Service Provided confirmation of qualifying service, statutory by The Central Human notice provisions, leave entitlements and Resources Teams payments, right to return to work, verifying ...... service and leave entitlements and The following services are included as correspondence with employees as required, and liaison with payroll regarding standard: any payments to be made • Offer telephone and email advice during Contracts of Employment, HR business hours. Direct phone telephone Policies and Procedures and email access to the HR team who will ...... be able to give you expert HR advice and The Central HR Team will issue on behalf of guidance. Including access to practical the academy all contracts of employment to FAQ’s, and template documentation, its employed staff. On receipt of an approved tailored guidance notes and assistance new starter form including all requisite details, with drafted letters application form and satisfactory employment • Publicise relevant information concerning references, we will provide a legally compliant legislative or policy changes via the HR system, HR meetings, and Trust Statement of Main Terms and Conditions of committees to keep academies informed Employment for all new employees by their about employment legislation changes, appointment date or sooner. and Trust policy and procedure development, and best practice in terms of Casual Workers will be dealt with exclusively a wide range of issues requiring by the Academy, however advice can be consultation or negotiation with employees sought from the HR Team. and/or trade union representatives. • Electronically distribute policies and procedures via the HR system • Termly briefing sessions for the Headteacher/Operations Manager/or nominated representative to review employment issues within the Academy, and for workforce planning
46 Job Evaluation Operations Manager or designated officer ...... from the academy, Occupational Health, and Human Resources, and in exceptional • The Academy will follow the Job cases a Trade Union representative. Evaluation Guidance and the Central HR • Provide advice and guidance on individual Team will evaluate and re-evaluate new and casework, including suggestions for return existing posts at the request of the to work plans Headteacher following the completion of • Be in attendance at more complex the request to evaluate form and the Trusts meetings, Attendance Level Warnings and job profile template Dismissal hearings to offer advice and • The Operational HR Team will support guidance academies with any Appeals that arise out of a re-evaluation Discipline, Capability and Grievance Employee Relations ...... Advice and Support The Central HR Team will: ...... • Liaise directly with the Academy to provide The Central HR Team will provide advice and advice and guidance via telephone and guidance on individual casework, low-level email on best practice when managing cases will be managed by the Academy with cases telephone advice from the HR Team, this will • Provide advice and guidance on individual include access to templates and letters. More casework complex or higher-level cases will be • Be available to attend more complex and supported by a designated member of the HR serious investigation meetings or formal team, who will attend investigation meetings, capability meetings and provide support to the assigned • Be in attendance at disciplinary, grievance investigating officer. and formal capability hearings to offer advice and guidance A senior member of the HR Team will be available to attend Hearings and will support Redundancy and Restructure Managers, Headteachers or Governors during ...... the proceedings. The Central HR Team will: Employee Attendance at Work ...... • Provide advice to Headteachers about these procedures, to ensure legal The Central HR Team will: compliance with statutory consultation and timeframes • Liaise directly with the Academy to provide • Provide timetables and templates for advice and guidance via telephone and consultation packs email on best practice when managing • Will attend various meetings throughout the sickness and absence process at the Headteachers request • Be available to attend case conferences to • Ensure that advice is given to ensure a fair discuss difficult and complex cases, these and transparent process is followed are multi-agency meetings involving the • Attendance at any Hearing or Appeal in
47 respects of these procedures to support Recruitment and Selection and guide...... The Central HR Team will: Termination of Employment ...... • Manage and implement the recruitment The Central Services HR Team will assist the strategy across the Trust academy with matters relating to termination • Ensure compliance against the statutory of employment, including resignation, safer recruitment guidelines and unsuccessful probation, ill health retirement requirements of the Trust including equal termination, capability, redundancy, opportunities misconduct and redeployment in accordance • Provide advice on all recruitment queries with the HR Policies and Procedures, and • Support Schools in managing and using employment law. the apprenticeship levy
The Central HR Team will: Training ...... • Offer advice on statutory consultation The Central HR Team will: procedures in redundancy situations, including briefing sessions with the • Provide advice on training matters and as academy part of this agreement ensure that the cost • Advise on ending fixed term contracts of safeguarding training is included • Offer advice on all terminations including conduct, capability, redundancy, and SOSR, and provide termination letters when concluding the process.
Redeployment ...... The Central HR Team will:
• Provide advice on redeployment matters in
accordance with the Trust’s policies • Hold a central redeployment register • Will provide a redeployment officer to guide employees who are eligible for redeployment • Will be responsible for informing academies of redeployees prior to external recruitment
48 Contact Us
Dave McCready | CEO [email protected] Sarah Young | Director of Education [email protected] Clare Thorley | Director of Business [email protected] Katy Hind | Director of Finance [email protected] Jane Simpson | Director of HR [email protected] Gilly Stafford | Clerk to the Trust [email protected] David Brooke | Head of ICT [email protected] Patrick Morris | Head of Estates [email protected] Claire Gordon | Marketing and Communications Manager [email protected] Louise Craxton | Central Services Administrator [email protected]
Support
The Trust will make every effort to a suggestion, comment or express a ensure that all employees involved concern or a complaint regarding the in providing Academy support are quality of service delivery, they should first professional and experts in their raise this with the Service Lead, who can be field. contacted via the emails above or Telephone Number 01482 469838. However, the arrangement to provide support is on the basis that it is in an Should the concern or complaint be about advisory capacity and the Headteacher, the Service Lead this should be directed to Senior Leaders and Local Governing Body the Chief Executive Officer who can be remain responsible and accountable for all contacted at The Consortium Academy areas under this agreement and associated Trust, Harland Way, Cottingham, HU16 5PX. decision-making and action taken. Telephone Number 01482 469838. At this point the Trust Complaints Procedure will We welcome feedback. Should the be followed which can be found at: Headteacher, or another member of the Academy’s Leadership Team, wish to make www.consortiumtrust.co.uk