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West Essex Primary Heads Association Conference 20th May 2011
Brave New World
Co-operatives, Mutuals, Chains & Events
Jon O’Connor Associate Adviser Co-op College UK
+Commercial break!
Education Charity
Regional hands on interactive learning gallery for STEM
Wide range of schools workshop & outreach programmes
Located in brand-new Harlow Leisurezone
£10 discount to WEPHA!
Science Alive
www.science-alive.co.uk 01279 413412
+ A rapidly changing landscape 2011-1221000 schools (3500 sec, 17000 primary, 7000 VA)
630 Academies (15% faith)
250 Co-operative Trusts
+Because life is complicated enough
Local authority schools◦ Funding route DFE>LA>school◦ Governance/legal
DFE>LA>GB◦ Support structure
local authority services
Trust schools◦ Funding routeDfE>LA>GB
TPA/Local government pension arrangements can continue
◦ Governance/legal Sponsor Trust Board = company
limited by guarantee Charitable objects= to manage
School(s) GB Ownership of the land held in
Trust
Independent schools City technology colleges
Academies
Funding route DFE>Sponsor>School(s
Direct pension scheme role
Governance/legal
Sponsor Trust Board = company limited by guarantee
Charitable objects = to manage School(s)
Typically 125 year Lease on the land
Maintained schools Non-maintained schools
+A question of TrustWhat Are Trust Schools?
Maintained Primary, Secondary or Special schools
Foundation school with a Trust as the legal entity in place of LA
Formally engaged in partnerships with other schools, FE/HE, businesses, community organisations & charities
What does the Trust actually do
Supports the school’s strategic direction
Appoints some governors – usually a minority
Holds land and building ‘on trust’
Helps shape the long term strategic vision & ethos
+ The trust process
Identify clearly the benefits and activities of the Trust
Identify trust partners, agree the model, agree to consult
Consult and consider responses
Publish a statutory notice
Consider responses and agree (or not) to become a Foundation School and acquire a trust
Co-operative trust model
Engages key stakeholder groups through membership
Forum/Council provides a vehicle for accountability and high level consultation
Trust
Partner 1 Partner 2
Partner 4 Partner 3
Forum or Council
Membership includingParents Staff Learners Community Organisations
Individuals
Governing Body
School 1
Governing Body
School 2
+‘Academisation’
New model academies: The DfE will consider academy orders for maintained schools where:◦ The school’s Ofsted rating is satisfactory or good with outstanding
features.◦ The school formally agrees to work in partnership with a high-
performing school (or schools) that will help drive improvement.◦ The school is a maintained special school rated outstanding by Ofsted.
Old model academies The previous Government’s policy of the academies programme as an
intervention tool for school underperformance will continue The criteria for intervention will be strengthened. The intention is to work with local authorities (LA) to bring about the
conversion (closure and replacement) of existing schools. The definition of ‘under-performing’ is widened to include schools where
there are concerns about capacity to improve or to sustain attainment.
Academy Sponsor
Provide Oversight of
Forms Trust with legal powers to manage
School(s) leadership
Governors(or Directors)
Trustee AppointmentsDFE Funding AgreementLand & asset lease
Basic Academy model
Co-op Academy Trust model
Schools Co-operative
Society
Recommends appointment of Governors to
Report to
Is a member of
Appoints to
Appoints to
Parents & Carers Staff
Learners Community
AlumniSchools Co-operative Society
Members elect to
Trustees
Partner Organisations
Members
Members Forum
Governors(Directors)
+
Co-operative Core Values
A globally shared set of values and commitment to education enshrined in our principles
A rich history of working with schools – and running schools as co-operatives
A shared commitment to raising expectations and achievement
Experience of democratic member engagement in governance
Self help
Self responsibility
Democracy
Equality
Equity
Solidarity
Honesty
Openness
Social responsibility
Caring for others
+Education 1844>1944>2014 1844 The birth of co-operation and self-help organisations
1944 – a fragmented school system in economic crisis A radical Education Act
To build the economic future through investment in people To rationalise provision through strategic planning To ensure consistency of quality To embrace principles of an inclusive society
2014 – a fragmented school system in economic crisis A radical Education Act?
To build the economic future through investment in people To rationalise provision through strategic planning To ensure consistency of quality To embrace principles of an inclusive society
+2014: Brave New World
1000 academies by 2012
Local authority leadership role and commissioning strained
Primary schools need to be looking for solutions by 2013
New brands and networks
Resource constraints
Buyers’ market
Fragmented system
Private sector competition
Quality Assurance issues
Schools system change Support system change
+
A new policy to reinvigorate the public sector
“We will support the
creation and
expansion of mutuals,
co-operatives,
charities and social
enterprises, and
enable these groups
to have a much
greater involvement in
the running of public
services”
May 2010
The Coalition Programme for Government
Co-operative Trusts & AcademiesMutual service providers
A co-operative governance structure
A co-operative ethos
A co-operative responsibility for success
A co-operative pedagogy
Services to support 120<250 (by end of 2011) co-operative schools & academies
Working with a wider model of mutual service provision
Joint procurement across co-operative group
A significant voice in policy debate
+ "We will create a new
presumption – backed
up by new rights for
public service users and
a new system of
independent
adjudication – that
public services should
be open to a range of
providers competing to
offer a better service”
A new policy to reinvigorate the public sector
February 2011
Open Public Services White Paper due May 2011
+Increasing “investor” interest
Service provider companies
Academy chains
Social Enterprises
Interest from UK & overseas Guaranteed profit
possible while working on contracts within public education sector
Culture shift: Customer satisfaction is
critical Performance against
simple criteria is non-negotiable
+LA capacity
Up to 30% in revenue cuts, leading to Reduction in resource and capacity Erosion of experience & expertise Changes in early intervention programmes A diminishing of responsive provision, e.g. SEN
LA response To accept inevitability of change To remodel service provision – education partnership
approach To develop a closer relationship with schools
+Education provider response
Identify key issues for learning provision Sustaining service quality & core staffing standards Managing new responsibilities, reducing capacity Access to prof. advice and learning entitlement Sharing expertise & best practice Accountability at an appropriate level
Optimise funding & resourcing Consider Academy route short and longer term issues Achieve economies of scale (procurement) Maximise efficiency within existing approach
+The big issues:Ethical, Educational, Economic
Core values
Best practice
Sharing of expertise
Sustainability
Accountability
Academy: likely to be short term gains £25k set-up provision Tapering central share Purchasing independence Central services (chains)
Trusts and partnerships £5k set-up costs Purchasing power Shared efficiency
Ethics & Education Economic
+A way forward
What do you want to preserve?
Identify this in terms of
Your educational values The learning community Core services Professional relationships
Identify a vehicle for this Assess realistically in terms
of
Longer term funding Potential for collaboration Equity of partnership Acceptable accountability
Questions Answers
To find out more:
Jon O’Connor 07958 66 34 58 [email protected] Co-operative College www.co-op.ac.uk