1. Keston Primary School Academy Consultation June 2018

2. The Proposal Keston Primary converts to become an academy and joins the PACE Multi Academy Trust

3. Introduction
Back in February 2018, the Governing body, by unanimous vote made the decision to pursue the process of conversion to an academy and joining PACE Academy Trust. We are here to gather views in order to assist us to make a final decision.
With our children at the forefront, the 3 key reasons for our decision in principle:
Safeguarding our future;
Creating opportunities; and
Enhance our pre-existing relationships with other schools in our cluster.

4. The Journey …
Academisation has been a standing item on the Full Governing Body meeting agenda for over 3 years;
Over the years we have been approached by various local academies which we feel aren’t/weren’t the best fit for us;
Back in early 2016 the Education Secretary made plans for all schools to be made to an academy by At this point we started to explore our options however in mid-2016 this plan was abandoned by the government; and
On reflection, the governing body felt perhaps it was the right time to explore our options.
At that point governors began their journey and attended courses and sought advice from various experienced individuals, Government staff, other governors etc.

5. Some of the Challenges that Keston Faces
Maintaining and sustaining improvements in pupil attainment and progress against ever changing, challenging government targets;
Tighter budgets as revenue flat/declining, costs increasing;
Access to quality, cost effective services;
Reduction in support from Local Authority;
Recruitment and retention of staff; and
Deterioration and ongoing maintenance of school premises.

6. Our Options Stay as we are; Become a standalone academy; or
Join an existing MAT.

7. How Will Keston Pupils and Staff Benefit?
Enhanced recruitment and retention of teachers and support staff
Staff being part of a larger organisation that can better meet their career aspirations
Enhanced professional development for staff
Staff developing and sharing best practice with a larger group of colleagues with wider range of experience and skills
Easier access to specialist teaching and learning
Opportunity to employ/commission specialist teachers across group of schools
Richer curriculum and learning opportunities for pupils
Ability to develop innovative cross-school projects, activities and experiences
More effective use of budgets through group economies of scale
Potential access to greater capital funding
Strong collaboration with shared accountability can lead to enhanced progress and attainment for pupils, and help meet rising expectations

8. Funding and Finances How will Keston be funded?
Keston’s contribution to PACE
Financial impacts
Assets
Commentary
How will Keston be funded?
The main funding stream is known as the General Annual Grant, this will come directly from the Department for Education instead of receiving it via the Local Authority.
It is calculated on the same basis as maintained schools.
Our General Annual Grant allocation will be paid to PACE were an agreed % will be deducted to pay for central costs, this is then transferred to us. Any other funding allocations will not be applicable to any deduction.
Any money generated by Keston is kept within the school.
PTA fundraising is unchanged and currently has a separate account to the school with a process that is followed for transfer and use of funds.
Keston’s contribution to PACE
Our contribution will be approx 3% of the General Annual Grant, this % varies across the schools within the Trust. It is used to pay for central costs such as Executive Head salary, finance, HR etc.
At present we have to pay for support services, but because these costs will be picked up centrally we will no longer have these expenses within our budget.
Therefore the net impact on Keston’s budget is less than it initially appears, however at present some of the central overheads are not a current expense but we believe that the long term benefit of these out weighs the additional outlay.
Financial Impacts
New Capital Funding
Joining PACE will give Keston the opportunity to bid for new capital funding that is not available to maintained schools. If successful this would help to reduce the increasing pressure on our current maintenance budget for the building, and help to improve the environment in which are children thrive.
Economies of scale
Although there will be no short term gains, over the longer term we should start to realise savings from combined contracts such as garden maintenance, catering etc. This will take some time as current contracts need to expire.
There should also be small savings from sharing of resources instead of each school paying for them separately.
Assets
Keston’s assets are currently owned by the Local Authority, these will transfer to PACE and become the Trust’s responsibility to maintain.
Although this brings risk in terms of maintaining the school the benefit is that having two Trustees on the board we can influence what happens to those assets.

9. Introduction to PACE Academy Trust
Commentary
How will Keston be funded?
The main funding stream is known as the General Annual Grant, this will come directly from the Department for Education instead of receiving it via the Local Authority.
It is calculated on the same basis as maintained schools.
Our General Annual Grant allocation will be paid to PACE were an agreed % will be deducted to pay for central costs, this is then transferred to us. Any other funding allocations will not be applicable to any deduction.
Any money generated by Keston is kept within the school.
PTA fundraising is unchanged and currently has a separate account to the school with a process that is followed for transfer and use of funds.
Keston’s contribution to PACE
Our contribution will be approx 3% of the General Annual Grant, this % varies across the schools within the Trust. It is used to pay for central costs such as Executive Head salary, finance, HR etc.
At present we have to pay for support services, but because these costs will be picked up centrally we will no longer have these expenses within our budget.
Therefore the net impact on Keston’s budget is less than it initially appears, however at present some of the central overheads are not a current expense but we believe that the long term benefit of these out weighs the additional outlay.
Financial Impacts
New Capital Funding
Joining PACE will give Keston the opportunity to bid for new capital funding that is not available to maintained schools. If successful this would help to reduce the increasing pressure on our current maintenance budget for the building, and help to improve the environment in which are children thrive.
Economies of scale
Although there will be no short term gains, over the longer term we should start to realise savings from combined contracts such as garden maintenance, catering etc. This will take some time as current contracts need to expire.
There should also be small savings from sharing of resources instead of each school paying for them separately.
Assets
Keston’s assets are currently owned by the Local Authority, these will transfer to PACE and become the Trust’s responsibility to maintain.
Although this brings risk in terms of maintaining the school the benefit is that having two Trustees on the board we can influence what happens to those assets.

10. PACE – Mission and Values
To provide education and care of high quality in happy, inspiring environments, in which all children and adults are valued and encouraged to succeed. 
***** 
We achieve this by working in close partnership, across our schools, and at all levels, in order to develop and share best practice. 
We recognise that whilst in the pursuit of excellence and efficiency we do many things together, each school has its own ethos and identity, because they are closest to the communities, families and children they serve. This is greatly valued by all.

11. Our Values The following are the principles that guide our approach:
We are committed to ensuring that every child is included and cared for. 
We believe cooperation and partnerships are fundamental to improvement 
We take pride in celebrating children’s achievements.
 We respect ourselves and each other 
We are dedicated to the pursuit of excellence in all that we do

12. Core motivations:
Was
the wish to make a difference for the children in schools deemed as failing (moral purpose) Is
to work with other schools to raise standards and seek greater educational opportunities for all our children

13. Vision 2020

14. Vision 2020 – Children’s version
Standards and Achievement
We are outstanding learners and never give up
Care
We are special and care about each other
Provision
Beecholme is unique and a magical world of learning. We are prepared for challenges
Partnership and Community
We all take pride in school and work as one respectful family to help us achieve our dreams and goals

15. School Leaders, Local Governing Bodies and Directors working together to shape our own future for the benefit of all
An educational community with shared values and individual identity. An opportunity to shape the future
Skilled lead professionals (HTs, Hs of S, EHT) using our individual and collective skills to achieve educational excellence across the Trust
‘Middle Leaders’ and teachers developing together, leading and sharing best practice
Directors and local governing bodies working together to achieve outstanding models of governance
Exploring ‘economies of scale’ savings
Cross Trust recruitment, retention, secondment and exchange
Bespoke Teacher Training programme developing our own teachers for our own schools

16. Possible Trust Structure
HT/HoS
HT/HoS
HT/HoS
HT/HoS
HT/HoS
T&L / Curriculum Networks
Executive Leadership Group
Directors
(x12max)
7 existing
Buildings / Land / H&S Committee
Finance & Audit Committee
HR/Fin
Staff
Chairs/Vice Chairs Forum
Chipstead Valley LGB
Beecholme
LGB
New Valley LGB
LGB
LGB

17. Key Roles and Responsibilities
Directors
Strategic direction, guarding the vision, financial sustainability, senior appointments. Local Governing Bodies
Standards and progress, Teaching & Learning, Safeguarding, Health and Safety, senior staff appointments, premises, delegated budgets, contributing to the wider educational success of the Trust, sharing/developing governance ‘best practice’.
Executive Headteacher/CEO
Fulfil DfE requirement as CEO to ensure efficient, compliant management of the Trust, secure strategies ensuring highest possible educational standards, facilitate school to school consistency whilst encouraging individual identity.
Executive Leadership Group (Headteachers and Heads of School)
Identifying and sharing best practice, curriculum developments, shared CPD - including school to school support, develop new strategies, research.
Headteachers/Heads of School
Lead and manage individual schools with responsibility for their own budget.

18. What Will Stay the Same at Keston?
Ethos and values of our community school
Focus on the children
Headteacher
High standards of academic and personal development
Excellent quality of teaching and learning
Broad curriculum with core focus on numeracy and literacy
Keston Primary School as the official name
Uniform
Ofsted inspection
Key Stage assessments
Government funded

19. What Will Change at Keston?
New employer for staff
New Trust Board with some existing Governors as Directors
Trust Board directly accountable to Secretary of State
No longer Local Authority controlled but still part of the Coulsdon Cluster of schools
Reconvening of Local Governing Body

20. Next Steps
Consultation closes Friday 15th June 2018 ( address will be open for further comments until this date).
Consultation report including ed/written responses will then be written.
Governing Body will meet in June to review the report, consider progress on key issues and decide whether to proceed with proposal.
If the Governing Body agrees to proceed with the proposal Keston Primary School would aim to officially convert in autumn term 2018.

21. Questions