Providing an outstanding, consistent student experience through collaboration
CONTENTS Welcome 03 Trust Executive Team 04 Trust Shared Services Managers
05
Trust Board of Directors
06
Advisory Groups 07 Vision & Culture 08
CONTENTS Trust Structure 10 Trust Meeting Structre 11
Trust Priorities 12 Trust Strategy 14
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WELCOME
Welcome to the new academic year! It is good to see so many of you again in person, and to welcome new members of staff faceto-face. The past six months have presented us with unprecedented challenges, on a scale and across a range none of us could have anticipated 12 months ago. It is a source of immense personal pride that both our staff and our students have risen so ably to the challenges presented by COVID19, and specifically to the difficulties associated with distance learning. The individual care for students, the flexibility in delivery of content, the embracing of new technology and the consistent focus on providing the best possible post-16 experience, irrespective of the circumstances, have illustrated once again what makes New Collaborative Learning Trust one of the country’s top providers. This is not to dismiss the issues that still face us: the need to narrow gaps in learning, especially amongst the disadvantaged, is arguably more important now than ever before; and the challenges of starting the new academic year will be many. Ensuring that staff and students are safe is our top priority, and as a Trust team we have spent a significant amount of time planning, preparing and implementing the government’s guidance. Additionally, though, it is our priority to minimise the disruption of the last 6 months. All our students will naturally be feeling anxious as they return to college. We need to help Year 13 students get to a point where, come the summer exams of 2021, they feel as prepared as any other past cohort of New College students. We need to support Year 12 students, as they overcome any issues linked to the transition from high school. The way we achieve this is to turn back to our vision and values. We know that we will “make a significant difference to the lives of our young people” even within the context of COVID19, because we know we can deliver “an outstanding, consistent student experience”. We know we can achieve that because we put collaboration at the heart of our work. [You’ll find more on this later in this booklet.] Knowing that we are surrounded by hard-working, enthusiastic colleagues with intelligent ideas and an openness to new approaches means that we are not struggling alone. As an individual, we all at times struggle; as a team, we thrive. This links to one of the Trust’s 5 Cs: care. We care about our staff. Staff well-being is very important to us, which is why we place such emphasis on rewards, on time off in lieu, on subsidising social events, and on having an open door policy, so that anyone who needs to can talk to the SLT with candour – another of the Trust’s 5 Cs. So, we look at the year ahead with pleasure at being back together, and with confidence that with collaboration we can deliver that “outstanding, consistent student experience”. The next 12 months will once again present many opportunities, particularly for those who are interested in career progression. We are a growing Trust, and we usually promote from within, which means that for those who want to move further up the career ladder, there will be plenty of opportunities to do so. Good luck for the year ahead! It’s a pleasure having you as part of our team. 3
Jo Vickers Chief Operating Officer (COO)
Richard Fletcher CEO and Executive Principal
INTRODUCING
THE TRUST EXECUTIVE TEAM
COLLEGE PRINCIPALS
Vicky Marks Principal NCP
Brendon Fletcher Principal NCD
Stuart Nash Principal NCB
Phil Davis Headteacher Wingfield Academy
TRUST DIRECTORS
Chelsea Branson-Webster Vice Principal NCP Trust Director Quality and Education 4
Helen Jackson Vice Principal NCD Trust Director Curriculum and Education
Lauren Walker Trust Director Human Resources
Dave Hunt Trust Director Finance
THE TRUST SHARED SERVICES MANAGERS Jodie Richardson IT Manager
Jo Holden Safeguarding Lead
Jamie Baker Health & Safety Manager
Lynn Knowles Finance Manager
Alan Semley Estates Manager
Teresa Brookes Student Services Manager
Karen Petrie MIS Manager
Gareth Dodson Marketing Manager
Jayne Harris Exams Manager
Stacey Barrass Reprographics Manager
Ann Booth Events Manager
David Brighton Communications Manager
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INTRODUCING 6
TRUST BOARD OF DIRECTORS Diane Heritage Chair of the Board of Directors
Anthony Dee NCLT Director
Bev Foster NCLT Director
Carol Dewhurst OBE NCLT Director
Phil Dixon NCLT Director
Deborah Green NCLT Director
Russell Heritage NCLT Director
Debbie Mactaggart NCLT Director
Neil Kaiper-Holmes NCLT Director
Peter Thompson NCLT Director
Jennie Thorpe Clerk to the Trust
Anthony Dee, Chair of the NCP Advisory Group Mark Jefferies Susannah Lewis Linda Maxwell-Smart Karen Sykes, Safeguarding & SEND Lead
Alison Megahy, Chair of the NCD Advisory Group Linda Rave Karen Green, Safeguarding & SEND Lead Two Advisors have just completed their term of office, so the Trust is currently recruiting (at the time of publication).
Peter Thompson, Chair of the NCB Advisory Group Sidiq Ali Vicky Clifton Katie Miller Martin Priest Dominic Wall Tehmina Hashmi, Safeguarding & SEND Lead
Russell Heritage, Chair of the Wingfield Advisory Group Gareth Barker Nick Davies Claire Hartle Ann Jamieson Allyson Pearson Sue Gladwin, Safeguarding & SEND Lead 7
WHY? WHAT?
Our Vision: Our colleges and schools will mak As a result, together we will make
Our Commitment: To provide an outstanding,
Student Achievement
Our 4
Student Personal Developmen
Our Valu
HOW?
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Candour
Challenge
To be open, honest and fair to everyone
To have high expectations of ourselves and each other
Co
To le other
Vision and Culture
ke a significant difference to the lives of young people. a positive contribution to social mobility.
, consistent student experience through collaboration.
4 Priorities
nt
Contribution to Social Mobility
Student and Staff Well-being
ues: The 5 Cs
ollaboration
earn from each for the benefit of all
Commitment
Care
To be dedicated, resilient and strive for continuous improvement
To be considerate of others and their needs
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CURRENT
TRUST STRUCTURE Members
Board of Directors
Audit Committee
CEO / COO
CURRENT
NCP Advisory Group
NCD Advisory Group
NCB Advisory Group
STAFFING STRUCTURE CEO
10
Wingfield Academy
COO
Principal NCP Vicky Marks
Principal NCD Brendon Fletcher
Principal NCB Stuart Nash
Headteacher Wingfield Academy Phil Davis
Trust Director Human Resources Lauren Walker
Trust Director Curriculum & Education Helen Jackson
Trust Director Quality & Education Chelsea BransonWebster
Trust Director Finance Dave Hunt
TRUST MEETING STRUCTURE to enhance collaboration and the sharing of expertise Group/meeting
Occurrence
Attendance
Lead
Board of Directors
½ termly
BoD, CEO, COO
DH (Chair)
Trust Executive Team (TET)
½ termly
RPF, JV, BCF, VM, SN, LW, HJ, JAH, CBW, PD
CEO
Principals’ group
Monthly
RPF, BCF, VM, SN
CEO
Trust Directors (Curriculum and Quality)
Monthly
RPF, HJ, CBW
CEO
Safeguarding
½ termly
JAH, HJ, JQ, LWA
JAH
Teaching and Learning
½ termly
SN, CB, LW, CW
SN
Subject Collaboration (SCMs)
½ termly
All teaching staff in subject areas
HJ
Heads of School
Weekly
All HoS
Principals/VPs
QA
½ termly
CBW, DW, CS, LB
CBW
Applied General
½ termly
CBW, JM, DW, CS
CBW
Pastoral
½ termly
HJ, JAH, JQ, JM, LH
HJ
Tutorial
½ termly
HJ, JAH, JQ, SB
HJ
SENDCo
Fortnightly
SON, LC, HC, LM
SON
Careers, Progression, Destinations
½ termly
JF, DW, NA, JR
JF
Excellence Academy
½ termly
HL, DW, JQ
HL
Please note: The above list does not include the Trust Shared Services meetings which may regularly take place including: Finance, IT, MIS, Student Services, Health & Safety, Estates, Marketing, Exams, HR, Reprographics. It also doesn’t include 1:1 Line Management Meetings or Senior Link Meetings. Wingfield staff will attend these meetings as of September 20, identified in red. 11
FOR SEPTEMBER 2020 The priorities across the Trust for this academic year are listed below and are all within the 4 strategic priorities of the Trust’s 3 year Strategic Plan. With the incoming Year 13 missing so much time in college due to the coronavirus pandemic, clearly a big focus for the year for all of us will be to narrow any gaps that may have occurred, particularly with our most disadvantaged and vulnerable learners. Simultaneously, Trust colleges will also be focusing on two new initiatives this academic year. These include the implementation of the new assessment procedures and the new enrichment curriculum, both exciting initiatives to take the Trust forward in 2020/21.
STUDENT ACHIEVEMENT • I mplementation of intervention and support plans to narrow any progress and attendance gaps emerging since COVID-19 and lockdown • Tracking and monitoring underperforming subjects and staff, whilst at the same time providing the necessary challenge and support. • Relentless focus on the performance and progress of disadvantaged students, including our most vulnerable. • Implementation of the new assessment cycle to support sustained learning and knowledge retention. • Promotion and development of academic literacy.
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PERSONAL DEVELOPMENT • S trong focus on the Personal Development aspect of the Education Inspection Framework, implementing the new enrichment curriculum leading to significantly increased participation levels. • Increased number and quality of tutorials delivered via the pastoral curriculum.
SOCIAL MOBILITY • I ntroduction of the Trust Excellence Academy Co-ordinator role and new Tutorial programme. • Design and delivery of the Trust Excellence Academy Baccalaureate • Further strengthen rates of progression to HE and Russell Group universities to levels significantly above expectation.
STAFF AND STUDENT WELLBEING • F urther embedding of the Trust’s vision and values, including incorporating fully into the APR process. • Fundamental review of the staff reward and recognition policy • Implementation of a newly formed cross-college staff voice group 13
Student Achievement Sustaining the importance of achieving outstanding outcomes so students develop high quality skills and progress to higher level qualifications and into employment that meet local and national needs. We want every young person to achieve and exceed expectations whilst acquiring deep and powerful knowledge. The ability to self-regulate and develop the lifelong habit of learning.
Student Personal Development Establishing a moral balance between pursuing outstanding outcomes and developing both personally and socially. We will consistently and extensively promote the personal development of students, ensuring they have access to a wide, rich set of experiences that teach them why it is important to contribute positively to society.
Contribution to Social Mobility Providing a community in which students flourish regardless of their background or starting point. Students consistently achieve beyond expectations, particularly the most disadvantaged. We work in areas of disadvantage and are active in deploying the latest learning sciences and evidenced-based pedagogy, along with a deep commitment to developing strong teachers to remove any gaps.
Staff and Student Wellbeing Creating a physical and psychological environment where every individual is welcomed and valued. We want every member of our community to work in a climate of happiness, safety and respect, where ambition and aspiration sit alongside support, candour and care. 14
THE IMPORTANCE OF COLLABORATION Collaboration is not only in our Trust’s name, it is also at the heart of how we work. That’s why it is so important that all staff, experienced and new to the Trust, embrace collaboration within both our immediate teams, and with subject colleagues across the different sites. We want all staff to freely communicate with their Trust colleagues whenever possible, and in order to nurture this culture we have a half-termly cycle of subject collaboration meetings (SCMs) via Teams, alongside regular Trust planning days. This shared approach is further cemented by shared programmes of study, the same exam boards, and shared Trust assessments at key points in the year. This strategy of collaboration is not only something we nurture at curriculum level, it is also a key part of our approach with HoSs, with pastoral teams, with safeguarding, careers, the Excellence Academy, and the senior management. All of these teams share the same commitment to half-termly collaboration meetings. This Trust-wide approach serves a clear, single purpose: to provide that “outstanding, consistent student experience”. Where there are good resources, we want them shared; where there is excellence, we want it duplicated; where there are problems, we want everyone in the same subject area across the Trust to help solve those problems. This collaboration will help us all to raise the quality of what we do, sharpening our practice and improving our outcomes. All of this is for the good of our students, ensuring that whichever site across the Trust they are based in, they will all have an exceptional educational experience.
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If you want to walk fast, walk alone. If you want to walk far, walk together.
NEW COLLABORATIVE LEARNING TRUST Park Lane, Pontefract, WF8 4QR Phone: 01977 702139 Email: enquiries@nclt.ac.uk
