1. The Future of Acton CE and Calveley Primary Schools Acton CE Calveley 29/06/20161

2. Where are we now? We have submitted an academy application and received the Academy Order. It is necessary to have an Academy Order in order to proceed to investigate conversion to a Multi Academy Trust. We were advised to consult at the same time as applying, in order to secure £25,000 per school in order to convert. Without this funding we would not be able to convert if this was our preferred option. We now have the opportunity to consult fully with all stakeholders and gather further information to make an informed decision. Currently the decision to convert has not been made. There is more work to do to understand the benefits and potential risks. 29/06/20162

3. Whose decision is it and why do we need to consider our options? The Governing Bodies have to make the decision Funding – It’s going to reduce irrespective of politics Structure of LAs Dictate our own future – otherwise leave it to the DfE Uncertain future ahead with elections, but there will be no more money and the Academy agenda is here to stay. 29/06/20163

4. Update on the national Academy route May 2010Labour gov’t had established 210 sponsored academies July 2010Academies Act became law Sept 2010First 32 “converting” academies were established March 2011195 “outstanding” schools converted November 2014 4296 academies (56% secondary schools, 13% primary schools) 29/06/20164

5. The Local picture We are aware that at least a quarter of the primary schools in Cheshire East have either converted or are in the process of converting. Across the local patch in terms of the Nantwich Education Partnership: Brine Leas, Stapeley Broad Lane and Pear Tree are already Academies. Willaston has received an Academy Order. St Oswalds are in the process of submitting their application and Sound and District are considering their opportunities. In terms of the Sandstone Partnership: Tarporley High School is already an Academy as is Delamere CE Primary and Kelsall Primary. Eaton were considering a conversion. 29/06/20165

6. Our Strategic Options 1.Do nothing and remain a collaboration 2.Federation 3.Multi Academy Trust 29/06/20166

7. 1. Do nothing - collaboration ProsCons  Defined areas for collaboration  Collaborating schools can obtain some economies of scale  Not legally binding; each school will retain its own separate registration  LA provide contingency / fall- back service if required  No control over budget – LA has less money centrally  How sustainable are LAs  Lengthy negotiations to reach agreement  Additional meeting time commitments  No formal agreements/contracts & variable levels of commitment  LA focus is on less well performing schools  Inability to ‘shape’ the landscape  Underperformance will mean being forced to become an Academy  Difficult to attract future Headteachers.  Informal partnerships with other local schools to share selected curriculum provision and resources 29/06/20167

8. 2. Federation ProsCons  Legally binding - liabilities/assets are transferred but an exit process is in place  Potential to develop leadership opportunities which would not otherwise exist – succession planning e.g more attractive proposition for attracting Heads in a difficult climate for recruitment  Each school will retain its own separate registration and category  Some ability to expand mix of partnership arrangements to achieve economies of scale on own terms  Process & cohesion takes longer to evolve, but we have already made a start  Trend is for existing federations to convert to academy status to grow  No opportunity to reduce duplication in support processes and systems  How sustainable are LAs? – it is expected that further services will reduce irrespective of the political picture  Our budget is top sliced by approximately 5%  We do not have the freedom to change the curriculum  A formal and legal agreement by which two or more maintained schools remain separate legal entities but share a governing body 29/06/20168

9. 9 ProsCons  Autonomy in driving school improvement agenda  Ability to expand mix of partnership arrangements to achieve economies of scale on own terms  Sharing best practice, staff & leadership development opportunities through supporting a less well performing school  Full receipt of income i.e. no LA top slice  Increased value for money via procurement of bespoke services  Increased Governing Body accountabilities  Increased statutory requirements & costs e.g. accounting  Need to fulfil all employer liabilities  Some uncharted territory  Isolation?  DfE as our boss?  Multiple schools converting to academy status under one Trust

10. 3. Multi-Academy Trust ProsCons  Broader range of opportunities and benefits for students and staff e.g. specialist teachers/contracts  Fit for future governance arrangements utilising best mix of skills, knowledge & experience  Cohesive strategic leadership through shared structures  More attractive proposition for attracting Heads in a difficult climate for recruitment  Increased flexibility & operational efficiencies - less duplication of effort  Increased value for money & buying power  greater economies of scale  Some loss of autonomy through shared accountabilities  Short term increase in costs before evidencing longer term benefits – sustainability?  Becoming a mini-LA without large economies of scale  Isolation from rest of system?  Continual costs to function with new set ups 29/06/201610

11. Next steps Further information gathering Particularly in relation to the financial implications Clarifying the structure of governance and its associated roles and responsibilities Further consultation with stakeholders Importantly staff and parents Continued exploration of the conversion process culminating in a formal decision on whether to convert by both GBs 29/06/201611

12. Question time 29/06/201612

13. Other Slides 29/06/201613

14. MATs Each school converting as an academy receives £25, 000, which would cover all expenses in order to convert. We intent to pool these funds giving us £50,000 As a MAT we are free to set up our own structure of Governance. We would need members (at least 3), a board of trustees and a local Governing Body or advisory board. We are free to sculpt the model we prefer. 29/06/201614

15. How would we benefit as a MAT? Operating as a MAT gives the schools freedom and flexibility. We could create a curriculum that is right for the children. For example centred around Farming, computing, science or engineering It gives us the opportunity for more life skills coverage 29/06/201615

16. We control our own funds. We would automatically keep the 5% top sliced by the LA. We do not have to remain within 8% of the budget as a carry forward which means we can save for bigger projects or protect staff in the future. We can access more opportunities to bid for funding for development of the buildings and grounds. We can join with additional other schools to further cement our future viability. There will be greater opportunities for staff development and progression We could potentially add extra specialist teaching 29/06/201616

17. Financial Expectations Acton Budget delivered: £670,000 Top slice: £34,500 Calveley Budget delivered: £420,000 Top slice: £21,000 29/06/201617