The Local Council of Acklam Grange School

Local Council (LC) consists of:

9 LC members in total

2 Parent Governors

2 Staff governors

4 Trust appointed governors with 1 vacancy

Headteacher

 

Name of Governor

Category & Position of responsibility

Membership and attendance

2019/2020

Appointed by & term of office

Nature of business interest/other educational establishments including governance roles in other educational institutions

Relation-ship to staff

LC7*

Mr Majaid Hussain

Trust appointed Governor

Chair of Local Council

6/7

TLLT

1/07/18-30/6/22

None

None

Mrs Ann Train

Trust appointed governor

 

         7/7

TLLT

1/07/18-30/6/22

Exam Invigilator at Acklam Grange School

None

Mrs Sarah Warren

Parent Governor

 

         6/7

 

Parent election

1/07/18-30/6/22

Exam Invigilator at Acklam Grange School

None

Mr Andrew Wright

Parent Governor

Vice Chair

        5/7

TLLT

1/07/18-30/6/22

None

None

Mrs Emily Davies

Staff Governor

          4/7

Staff election

1/07/18 - 30/06/22

 

Staff - Acklam Grange School

None

Mrs Deborah Crawford Staff Governor                4/7                                        

Staff election 

1/6/19 - 31/5/23

Staff - Acklam Grange School     None

Mrs Carloyn Armitage

Trust appointed governor

          7/7

TLLT

1/07/18-30/6/22

Exam Invigilator at Acklam Grange School

None

Vacancy

Trust appointed governor

 

 

 

 

Mr Laidler

Headteacher/Head of School

           6/7

01/08/17

Ex officio

Governor at Middlesbrough College 

None

* In accordance with Government direction on restrictions imposed to manage Covid-19 the meeting schedule was amended and some meetings were held remotely using Microsoft Teams.

Guidance on Declaration of Interests

Governors and staff have a responsibility to avoid any conflict between their business and personal interests and the interests of the School/Academy.  This is essential for effective and accountable financial management of the School/Academy.

 

A Register of Business Interests is maintained to record all such interests.  The register is kept up-to-date by notification of changes through an annual review of entries and is made freely available for inspection by governors, staff and parents.

 

All governors and staff with budget responsibilities must provide information on any business interests that they or their immediate family hold (immediate family being spouse, children and parents).

 

To demonstrate that the governing body is operating with openness and transparency there is an opportunity at the beginning of meetings for members of the governing body to declare an interest before matters are considered.  This helps to identify potential conflicts of interest and the need to update the register.

 

Should a governor or member of staff believe that another governor or member of staff has a conflict of interest in an issue under discussion that has not been declared, they should draw this to the attention of the governing body.  It will be for the governing body to determine whether the individual with the alleged conflict of interest should withdraw from the meeting and not vote on a particular issue.

 

The register includes all business interests such as directorships, share holdings and other appointments of influence within a business or other organisation that may have dealings with the School/Academy.  The disclosures should also include business interests of relatives and other individuals who may exert influence.

 

All business interests should be declared that could result in a conflict of interest:

 

  • Financial - interests in a contract or proposed contract by direct or family connection.
  • Appointment - interests in the provision for sponsor governors or interests in someone’s appointment, reappointment or suspension from office as a governor or clerk to the governing body.
  • Pay and performance - interests in the pay or appraisal of someone working at the School/Academy in cases where the governor or staff member is also paid to work at the School/Academy.

 

What have governors done to support and challenge the school and its leaders?

 

Priorities 2020-2021, which link to the School Development Plan 2020-2021

 

Leadership and Management

 

1) Maintain outstanding leadership through a continued focus on and development of highly effective and rigorous accountability and quality systems:

  • Response to Covid-19 pandemic in all aspects of school organisation and priorities
  • Effective governance at Local Council level
  • Ensuring value for money and financial sustainability
  • Securing outstanding Teaching, Learning and Assessment including development of staff pedagogy & relevant research
  • Securing outstanding Behaviour and Attitudes
  • Developing the Acklam Grange Way
  • Implementing and develop further our Quality Assurance cycle
  • Maintaining outstanding safeguarding provision

 

2)  Sustain and further develop a first class quality of education provision, delivering outstanding outcomes for all.

 

3)  Further develop whole school Social Capital through stakeholder engagement and communication strategies in all aspects of school life including:

  • Parental engagement
  • Parent Forum
  • Digital competence for all stakeholders
  • Refined Marketing strategy
  • Community engagement (Acorn programme, September Spectacular, CoCo group)
  • Links with MCLS, further and higher education providers, employers and local businesses to support outstanding CEIAG provision and our students’ future employability.
  • Links with other educational establishments and specialist sports coaching to support the development of our Sports Academy.

4)    To further develop a culture of openness, care and resilience, in support of staff and students’ positive mental health, wellbeing, workload and retention which further impacts on sustainability of outcomes.

 

Quality of Education

 

1)  Implementation of a curriculum that creates and sustains an academic culture to prepare students for life in modern Britain, delivering outstanding outcomes for all, with clear considerations and adjustments for a blended delivery approach in response to the COVID-19 pandemic.

 

2)  Ensure that curriculum implementation provides strategic opportunities to support and develop high standards of disciplinary literacy.

 

3)  Provide first class staff development to maximise student outcomes, retain and recruit exceptional staff and place Acklam Grange at the forefront of educational research and innovation.

4)  Secure substantial progress for all year groups, leading to outstanding outcomes at KS4 and sustainable engagement in further education and employment including responding to issues arising from the Covid-19 pandemic.

 

Behaviour and Attitudes

 

1)  To further reduce FTE and numbers of students accessing Reflect by working proactively and developing strategies around student behavioural support particularly for those students affected by COVID-19.

 

2)  To further develop the Respect Agenda through closer links between pastoral and behaviour teams. To explicitly promote a calm school through improved student behaviour and attitudes in and around school and in the wider community.

 

3)  To further develop positive parental, student and stakeholder relationships by building social capital, fostering a culture of kindness and promoting improved behavioural outcomes, particularly for those students whose families have been affected by COVID-19.

 

4)  To further develop students’ PRIDE in their education by maintaining high levels of attendance and punctuality, fostering positive attitudes towards school and future aspirations.

Respond to issues arising from the Covid-19 pandemic and ensure students are fully supported in their transition back to school and to the next stage

 

 

 

 

Personal Development

 

1)  Strengthen and expand universal and targeted support to enable students to develop greater resilience, confidence and independence to promote positive mental health, particularly in response to the challenges faces as a result of the Covid-19 pandemic.

 

2)  Further develop cultural capital to raise students’ awareness of the world around them, where they fit and what they contribute.

  • Why am I here?
  • What’s going on in my world?

How can I contribute?

 

3)  Build upon the PRIDE vision and provide even more opportunities for students to:

  • develop their character and resilience, with a particular focus on the challenges faced as a result of the Covid-19 pandemic

understand what it means to be responsible, respectful and active citizens, particularly in response to the global pandemic.

 

4)  Provide all students with the knowledge, skills, confidence and support for the next phase of education, training or employment so that students are equipped to make the transition to the next stage successfully.

Respond to issues arising from the Covid-19 pandemic and ensure students are fully supported in their transition back to school and to the next stage.

 

 

 

Priorities 2019-20, which link to the School Development Plan 2019-20

Leadership and Management

  1. Maintain outstanding leadership through a continued focus on and development of highly effective and rigorous accountability and quality systems:
  • Effective governance at Local Council level
  • Ensuring value for money and financial sustainability
  • Securing outstanding Teaching, Learning and Assessment including development of staff pedagogy & relevant research
  • Securing outstanding Behaviour and Attitudes
  • Developing the Acklam Grange Way
  • Implementing and develop further our Quality Assurance cycle
  • Maintaining outstanding safeguarding provision

 

  1. Sustain and further develop a first class quality of education provision, delivering outstanding outcomes for all.

 

  1. Further develop whole school Social Capital through stakeholder engagement and communication strategies in all aspects of school life including:
  • Parental engagement
  • Parent Forum
  • Digital competence for all stakeholders
  • Refined Marketing strategy
  • Community engagement (Acorn programme, September Spectacular, CoCo group)
  • Links with MCLS, further and higher education providers, employers and local businesses to support outstanding CEIAG provision and our students’ future employability.

4)   Links with other educational establishments and specialist sports coaching to support the development of our Sports Academy.

 

Quality of Education

 

  1. Implementation of a curriculum that prepares students for life in modern Britain, delivering outstanding outcomes for all.
  2. Ensure that curriculum implementation provides strategic opportunities to support and develop high standards of literacy across the curriculum.
  3. Provide first class staff development to maximise student outcomes, retain and recruit exceptional staff and place Acklam Grange at the forefront of educational research and innovation.
  4. Secure substantial progress for all year groups, leading to outstanding outcomes at Key Stage 4 and sustainable engagement in further education and employment

 

Behaviour and Attitudes

 

  1. To continue to develop the Respect Agenda to promote a calm school through improved student behaviour and attitudes in and around school and in the wider community.
  2. To further reduce FTE and numbers of students accessing Reflect by working proactively and developing strategies around student behavioural support.
  3. To further develop positive parental, student and stakeholder relationships by building social capital, fostering a culture of kindness and promoting improved behavioural outcomes.
  4. To further develop students’ PRIDE in their education by maintaining high levels of attendance.

 

Personal Development

 

  1. Strengthen and expand universal and targeted support to enable students to develop greater resilience, confidence and independence to promote positive mental health.
  2. Further develop cultural capital to raise students’ awareness of the world around them, where they fit and what they contribute.
  • Why am I here?
  • What’s going on in my world?
  • How can I contribute?

3)  Build upon the PRIDE vision and provide even more opportunities for students to develop their character and understanding of what it means to be responsible, respectful and active citizens.

4)   Provide all students with the knowledge, skills, confidence and support for the next phase of education, training or employment so that students are equipped to make the transition to the next stage successfully.

 

Impact

2019 Results

Quality of Education is judged to be Outstanding

  • Progress 8 – estimated +0.32 (significantly above average)
  • Attainment 8 – 50.4 (significantly above average)
  • English & Maths (9-4) – 70% (Nat 66%)
  • English & Maths (9-5) – 45% (Nat 43%)
  • Ebacc Entered – 39% (Nat 38.3%)
  • Ebacc APS (Full Cohourt/Entered Students – 4.05 (Nat 3.83) / 5.94
  • Ebacc (9-4) – 33% (Nat 24%)
  • Ebacc (9-5) – 22% (Nat 17%)
  • 3+ (7-9) – 38%

Personal Development is judged to be outstanding

Behaviour and Attitudes is judged to be good

Leadership and Management is judged to be outstanding

Overall Effectiveness is judged to be outstanding