Prospectus

2021-2022

CLT Handbook
1
Excellence ambition and inspiration

Together towards

@ChilternLT | Contact us via [email protected]

2 Together towards excellence ambition and inspiration

ABOUT CLT

CONTENTS KNOW CLT

Section 1 | About CLT WORKING WITH CLT

1:1 Introduction, Background and Overview GOVERNANCE OF CLT
1:2 Vision and Values
1:3 Core Principles PARTNERSHIP WORKING
1:4 How the CLT Operates WITH THE CLT

Section 2 | Know CLT

2:1 Contacts for Specific Information
2:2 Key Administration Contact Details
2:3 Central Team and Responsibilities
2:4 Key Documents

Section 3 | Working with CLT

3:1 Safeguarding in the CLT
3:2 Expectations of our Schools
3:3 Equivalent Posts within the CLT
3:4 Joining the CLT, Induction and Recruitment
3:5 Meeting Dates 2020/2021

Section 4 | Governance of CLT

4:1 CLT Governance
4:2 Governor Meeting Dates

Section 5 | Partnership working with the CLT

5:1 CTSA Structure
5:2 MAT Development and School Improvement Teams

Section 6 | Partnership working with the CLT Contacts

6:1 Partnership working contact details

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ABOUT CLT 1:1 1:1About CLT

INTRODUCTION AND BACKGROUND

The Chiltern Learning Trust was formed in 2013 and is a multi-academy trust that has a focus on delivering the
highest possible educational outcomes for the children and young people in Luton and Bedfordshire.

Although each of our schools retains their individual identity and history, the desire for excellence and high
achievement for all learners, regardless of their background or ability, is the common underpinning feature of a
Chiltern Learning Trust school.

We work together in a very supportive and collaborative way, using our best teachers and leaders to raise
the outcomes and opportunities for every child, sharing best practice and expertise amongst staff to raise
participation and narrow gaps in achievement.

We currently have fifteen schools within our Trust. These are: *Joining Autumn 2021
• Ardley Hill Academy
• Cedars Upper School
• Challney High School for Boys
• Challney High School for Girls
• Chiltern Academy
• Dallow Primary School
• Daubeney Academy*
• Denbigh High School
• Kempston Academy*
• Lancot Academy*
• Lark Rise Academy
• Linslade School
• Marston Vale Middle School
• Putteridge High School

• Springfield Primary*

In addition to developing and supporting our schools we provide high quality Initial Teacher Training through the
Chiltern Training Group (CTG). The CTG is Bedfordshire’s first school centred initial teacher training provider
and was judged to be Outstanding during its last two inspections.

We also provide cutting edge professional development and support through the Chiltern Teaching School Hub
(CTSH) this incorporates ‘Acorn Training Group’ (ATG) based at Lark Rise and CTG based at Challney Boys
- these are two former teaching school alliances. We run two Teaching School Hubs, as part of the new DfE
programme of eighty Teaching School Hubs.

We are committed to excellent standards of teaching and learning and work in partnership with a variety of
local and national organisations to help raise the attainment of all learners whilst contributing towards the
self-improving system and the development of high quality teachers entering the profession.

The practicalities of the Trust arrangement enable us to retain a strong central team of specialists with
expertise in teaching and learning, quality assurance and data, finance, facilities and estates management,
staff training and development, technology for learning, human resources and marketing. These high quality
professionals help ensure that the outstanding quality of teaching and learning is mirrored in the day-to-day
running of our schools.

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1:1About CLT ABOUT CLT 1:1

AN OVERVIEW OF OUR ORGANISATION

Ardley Hill

ACADEMY

Ardley Hill Academy is a 520 place primary school. It also has a small ASD provision and operates a pre-school.
The school converted to a primary school from a Lower School in 2015 and became an Academy that year. The
school received a Grade 3 in its last Ofsted inspection but received two very positive monitoring reports in 2021.
A new senior team started in April 2020.

Cedars Upper School was graded as good in all areas by Ofsted in 2017 and has 1050 students on roll. It
is a 13-18 upper school and takes students from five main middle schools, as well as many out of catchment
students. In 2018, the school’s A Level results were the best in the county. Considerable work has been carried
out on the site and there have been several new senior leaders appointed.

CHALLNEY

High School for Boys

Challney High School for Boys is graded as ‘Outstanding’ by Ofsted (December 2019). It has 1100 pupils
and is a 11-16 school. The school is recognised for the excellent achievements of its students in terms of
both progress and attainment – with four consecutive Ofsted outstanding judgements. Challney has received
a number of national accolades, including Teaching School designation in the first cohort, in 2011. CTG are
hosted here.

CHALLNEY HIGH
SCHOOL FOR GIRLS
Challney High School for Girls is an 11-16 girls school with 1050 pupils. The school is on an upward curve
of development with its examination results in 2017 putting it in the top 10% of schools nationally for progress
and the top 20% in 2018 and 2019. GCSE results have improved markedly in the last three years. The school
moved from Ofsted RI to Ofsted ‘outstanding’ in 2020. The school was proudly recognised in 2020 as an
EdTech Demonstrator School as one of eighteen schools in the country.

Chiltern Academy is a heavily oversubscribed 1200 place Free School, 11-16 secondary school. The school
moved into a new building located in the centre of Luton in September 2019 but opened in September 2018.
Chiltern Academy follows the national curriculum and offers specialisms in sport, engineering and business and
has received glowing external reviews.

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ABOUT CLT 1:1 1:1About CLT

AN OVERVIEW OF OUR ORGANISATION [CONTINUED]

Dallow Primary has 625 pupils. Since joining the Trust, the KS2 SATs results have increased considerably,
and the very good Ofsted report of 2017 reflects the overall improvements within the school. The school is
proud to be at the very heart of its community.

Denbigh High School is graded as ‘Outstanding’ by Ofsted and has 1120 pupils. It is a 11-16 school. In each
of the last three years, Denbigh High School was ranked in the top three of the DfE performance tables against
schools with a similar context, this recognised their outstanding Progress 8 score of 0.83. In 2019 Denbigh
was accredited with an SSAT award to recognise transforming practice in “Leadership through Moral Purpose”.
Denbigh was proudly recognised in 2019 as an EdTech 50 School and a Demonstrator School in 2020.

Daubeney Academy is graded as Ofsted ‘good’, but was inspected during its previous incarnation as a Middle
School. Daubeney is a very small secondary with just over 400 students. It has an inclusive, child centred
ethos. The school was part of Challenger Trust until 2021.

Kempston

ACADEMY
Kempston Academy is a small secondary school with 550 students. It has a sixth form that hosts the Kempston
Rovers football academy. The school was graded as Ofsted ‘good’ in its last inspection. It houses ‘Aspen’, a 20
place provision. Again, the school was part of Challenger Trust until 2021.

Lancot Academy is a 400 place primary school. It has been on an excellent school improvement journey and
was rated as Ofsted ‘good’ in its most recent inspection. The school provides a strong character led curriculum.
The school was also part of Challenger Trust.

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1:1About CLT ABOUT CLT 1:1

AN OVERVIEW OF OUR ORGANISATION [CONTINUED]

Lark Rise Academy is a heavily oversubscribed 345 pupil primary school, where children can begin their
educational journey in the nursery. The school offers an excellent education to the children in the school, as
determined in its most recent Ofsted inspection and Challenge Partners review. It is a former National Teaching
School and now hosts ‘ Acorn Training Group’. The school is Ofsted graded as ‘outstanding’.

Linslade School is a 630 pupil 9 – 13 middle school in Leighton Buzzard - graded ‘Good’ by Ofsted in June
2016. It is a Values Education School and was among the first schools to achieve the Gold Young Carers
Award. The school has a proud tradition in performing arts and sports and competes in competitions at local,
county and regional level. Linslade joined Chiltern Learning Trust in June 2018 and there have been massive
improvements – including glowing external reviews in 2019-2020.

MARSTON VALE

MIDDLE SCHOOL

Marston Vale Middle School is a 500 pupil, 9-13 middle school in Mid-Bedfordshire. It has excellent facilities
and is in a quiet, rural setting. A lot of progress in core areas has been made recently due to a large influx
of outstanding teachers and leaders. There has been a great deal of refurbishment and the site is excellent.
Admissions have steadily increased in the last three years.

Putteridge High School is a rapidly growing and improving school and will have 1100 pupils in September
2021. It is a 11-16 school. The school is at an exciting stage in its development having received a glowing
Ofsted report in 2019 and a £22 million complete new build that opened in Summer 2021.

Springfield Primary is a 400 place primary school in Kempston, it is located directly next door to Daubeney.
The school has not been inspected as an academy, but the predecessor was graded as ‘Requires Improvement’.
Considerable refurbishment has taken place at the school. The school was part of Challenger Trust.

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ABOUT CLT 1:1 1:1About CLT

AN OVERVIEW OF OUR ORGANISATION [CONTINUED]

Chiltern Teaching School Hub (CTSH) is a cross-phase and cross-regional alliance with Denbigh High
School as the lead school. Challney Boys was designated a National Teaching School in the first cohort, from
September 2011. Together, and with their strategic partners, CTSH and CTSA provides training and support
and identify and coordinate expertise by using the best teachers and leaders to focus on:

• Initial Teacher Training
• Continuing professional and leadership development (AB,ECF, NPQs)
• Succession planning and talent management
• School-to-school support
• Specialist Leaders of Education (SLEs)
• Research and development.

Chiltern Training Group - We also provide Initial Teacher Training through the Chiltern Training Group (CTG)
– an ‘outstanding’ initial teacher training provider. The Chiltern Training Group was judged to be outstanding
by Ofsted in February 2014 – one of very few School Centred Initial Teacher Training (SCITT) providers in the
country to receive this accolade.

The Acorn Training Group (ATG) was established in September 2014 and is run from Lark Rise Academy,
which is an outstanding Primary School and has been so for a significant number of years.

• Primary Initial Teacher Training
• Continuing professional and leadership development
• School-to-school support which includes the deployment of Specialist Leaders of Education (SLEs).

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1:2About CLT ABOUT CLT 1:2

TOGETHER TOWARDS
EXCELLENCE AMBITION

AND INSPIRATION

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ABOUT CLT 1:2 1:2About CLT

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1:3About CLT ABOUT CLT 1:3

CORE PRINCIPLES

COMMUNITY:
Principle 1: The Highest Standard of School and Pupil Performance

Our core purpose is to improve student outcomes and this is central to all we do. We have the highest
expectations of student performance and we create a success culture in all our schools. Our Trust is committed
to outstanding leadership and outstanding schools.

Principle 2: Transforming Schools, Change Management and Improving Life Chances

Any school joining Chiltern Learning Trust must be committed to improvement and seek the best practices and
the best pedagogy. The Trust has a clear and compelling vision for the future and all schools will be involved
in this. There is a shared understanding of what it means to be part of the Chiltern Learning Trust, its moral
purpose and direction.

Principle 3: Support and Lead Within our Communities and Communicate our Vision

We will grow and lead within our communities by providing consistently high and improving standards of
education and by supporting our communities well-being, its resilience and its ambitions. Our leadership will
have impact and ensure we travel in the same direction, embracing equality and diversity along the way.
Leaders will ‘see it and sort it’ - furnishing solutions, not excuses. Our strong, professional relationships will set
the tone for our organisation, our Trust will inspire its pupils, staff, parents and community and communicate
our bold vision. We will work alongside key stakeholders in Luton, Bedfordshire and the wider educational
community.

PEOPLE:
Principle 4: Invest in our Employees and Their Development

We will seek to attract the best practitioners to work in our schools. We will provide the highest quality of CPD
for our teachers and leaders. We will provide ‘world class’ CPD online for the educational sector, leading the
way in staff development nationally. We will ensure that there is a clear focus for developing talent within our
Trust to meet the needs of our growth and expansion plans.

Principle 5: Recruitment and Retention of Talented Staff

Our Trust has a workforce strategy in place that seeks to recruit, retain and develop staff at all levels. We look
to promote from within, and to deploy staff across the Trust in areas where they are most needed and can best
develop professionally and we provide quality professional development and training. We value our staff and
support their careers, with succession plans in place and we identify and nurture talent.

Principle 6: Supply New Teachers for the Trust and Bedfordshire Schools Within CTG

Our Trust is committed to the high quality delivery of Teaching School activity. It will be used as the main school
improvement vehicle within the Trust and will provide support in key areas of school improvement within our
Borough, local area and region. We will provide outstanding initial teacher training to meet the demands of local
schools.

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ABOUT CLT 1:3 1:3About CLT

SUSTAINABILITY:
Principle 7: Growth to Improve Schools in Bedfordshire

Our Trust has, and will continue to develop and improve upon, a defined strategy for growth. We will build
capacity in advance of new schools joining our family of schools and we will prepare for the challenges posed
by the different types of joiners – start-up, sponsored and converters – and the impact this will have on our
leadership and governance. We will expand into schools where we can make a difference and make them
excellent, and we will say ‘no’ when we cannot.

Principle 8: Deliver Value, Fairness, Compliance and Financial Effectiveness

Our Trust has clear systems for ensuring financial probity. We budget effectively and have access to accurate
management information. We use economies of scale effectively, achieving best value for top-sliced funds.
We are active in pursuing new revenue streams that can benefit our MAT and the schools within our Trust –
providing backroom or educational services. We will offer best value, compliance and effective and efficient
systems at all levels.

Principle 9: Excellent Accountability Mechanisms, Quality Assurance and Governance

Our Trust will continue to use a wide range of qualitative and quantitative data that enables us to examine
the performance of individual schools and the Trust. We will use this data to inform our judgements about the
appropriate strategies for improvement. Strong systems for peer review, risk management and benchmarking
will be in place. Our Trust sets out the responsibilities of the various levels of governance. Governors at all
levels are clear about their responsibilities and have access to high quality information and training.

Principle 10: Environmental and Resource Sustainability, Leading in Technology for
Learning, Pupil Resilience, and Character and Preparation for a Changing World.

Development of the Trust will be influenced but not defined by our Covid 19 response. We will focus on the
resilience of our organisation, of our staff, students and communities in a changed world. We will emphasise
within the Trust’s ICT Strategy, our further progress needed towards modern and adaptable ways of working and
learning and the efficient use of resources. We will capitalise on the accelerated embedding of technology for
learning and our online learning, pedagogy and professional development will be cutting edge. The resilience,
character and mental well-being of our staff and students will be at the forefront of our vision for our schools.
Students will be prepared for a different world with different challenges and working practices, through the
delivery of a highly relevant

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1:4About CLT
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Supplemental Funding
Agreement
Challney High School for Girls
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ABOUT CLT 1:4
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OPERATES Trust’s Master
Funding Supplemental Funding
Master funding agreement Agreement Agreement

Entered into between the Trust and SuppleSmAperginnrtegaefliemFlduennPdtriimngary Lancot Academy
Secretary of State for Education
setting out the conditions on which SuLpaprklAeRmgirseeeneAtmacleaFndutenmdying
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receive its funding.

Supplemental
funding agreement

One for each school in the Trust,
the agreement between the CLT
and the Secretary of State for
Education setting out conditions
as above.

Articles of Association

The Articles of Association is a document required by the Companies
Act that contains the purpose of the Trust. It sets out the internal management,

decision-making and running of the Trust and its liability. It forms an annex to the Funding Agreement.

Scheme of Delegation

The Chiltern Learning Trust’s Scheme of Delegation establishes what powers and duties are delegated from
the Trustees to the CEO and Board of the Trust and to each LGB. The scheme sets out the Trust’s approach
to establishing controls on finance (incl rules on use of GAG), procurement, premises and community use. The
scheme also sets out the delegation of personnel and other key functions between Trustees, CEO, LGB and
headteacher.

Local Governing Body Terms of Reference

Sets out the constitution of the Local Governing Body (Number of governors, term of office, chair and vice chair),
proceedings (meetings, quorum, conflicts of interest, minutes of meetings), delegated powers (principles, key
functions, levels of delegation).

Governance Framework

Outlines the roles and responsibilities of the Board of Trustees, the Local Governing Body and Headteacher for
Governance, Compliance, School Improvement, Succession Planning, Marketing and Communication.

Finance Handbook (Procedures Manual) 13

Detailed procedural guidance on the systems of financial control established by the Trust.

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ABOUT CLT 1:4 1:4About CLT

HOW THE CLT OPERATES

HOWBTOHAERDCOLFTTORUPSETREAESTES LOCAL GOVERNING BODY

Statutory Polices adopted by the Board School specific policies adopted by the
Local Governing Body
Admissions Arrangements
Behaviour Policy
Appraisal Policy and operations handbook
Curriculum provision, content and approach, by academic
Charging and Remission Policy year and by subject:
Curriculum booklet:
Child Protection Policy
• KS1, 2, 3, 4 curriculum
Complaints Procedure • Pupils’ spiritual, moral, social and cultural development

Conflict of Interest Policy Equality information – from Equality plan adopted by
Board including access plan
Curriculum Intents
Sex Education Policy
Data Protection Policy Health and Safety manual/checklist as per Trust’s H&S Policy
Equality policy and action plan: Including Accessibility plan
Home-school agreement document
Freedom of Information publication scheme
Lettings Policy
Finance policies:
Finance Manual/handbook
• CLT’s financial procedures
• Principal accounting policies • Statement of Internal Control
• Investment policy • Statement of Responsibilities
• Conflict of interest policy • Business Continuity Plan
• Reserves policy
• Fraud policy Premises Management

Health and Safety Policy • Asbestos
• Fire safety
Pay Policy • Statutory testing
• Lock down procedures
• Governor Allowance
Teaching and Learning Policy
Personnel Handbook:
• Assessment
• Staff Code of Conduct • Marking
• Leave of Absence • Homework
• Staff capability, disciplinary, grievance and ill health procedures
• Allegations of abuse against staff School risk management register
• Prevent Duty
• Recruitment and selection

CLT Risk Management Policy

Safeguarding Policy

• Cyber Bullying
• Reporting and recording
• Designated Teacher
• Child Protection
• KCSIE

Scheme of Delegation (Key, finance and personnel functions)

Special Educational Needs & Disability Policy

Whistleblowing policy

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2:1Know CLT

CONTACTS FOR SPECIFIC INFORMATION

QUESTIONS RELATING TO… CONTACT CONTACT DETAILS

Accounting and Finance Teresa Kelly [email protected]

Jean Leech [email protected]

Caroline Hatcher [email protected]

Emma Grisaffi [email protected]

Kelly Tunnicliffe [email protected] KNOW CLT 2:1

Victoria Kain [email protected]

Michelle Butler-Lee mbutler-lee@chilternlearning trust.org

Elysha Narine [email protected]

Alima Begum [email protected]

Hazera Begum [email protected]

Admissions Lydia Braisher [email protected]

Capital Management Rob Parsons [email protected]

Julie Gearey [email protected]

Compliance Management Teresa Kelly [email protected]

Data Management Angela Tattersall [email protected]

Facilities Management Steve Tingey [email protected]

Governance Teresa Kelly [email protected]

Health and Safety Julie Gearey [email protected]

Human Resources Laura Townsend [email protected]

Rachael Rochester [email protected]

ICT Anton Beehl [email protected]

Initial Teacher Training Anna Rogers [email protected]

Land and Assets Rob Parsons [email protected]

Legal Teresa Kelly [email protected]

Marketing

NQTs Cheryl Abbiss [email protected]

Policies Teresa Kelly [email protected]

Standards Lorraine Hughes [email protected]

Julian Axford [email protected]

Professional Development and Teaching School Sufian Sadiq [email protected]

Teaching School Finance Liane Blades [email protected]

Teaching School Administration Cheryl Brown [email protected]

Technology for Learning Emma Darcy [email protected]

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KNOW CLT 2:2 2:2Know CLT

KEY ADMINISTRATION CONTACTS

Trudy Purslow | PA to CEO | Chiltern Learning Trust

Chiltern Learning Trust | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 550784 | [email protected]
@ChilternLT

Nicki Betchley | PA to Headteacher | Ardley Hill Academy

Ardley Hill Academy | Lowther Road | Dunstable | Bedfordshire | LU6 3NZ
01582 667955 | [email protected]
@ArdleyHill

Hannah Carty | PA to Headteacher | Cedars Upper School

Cedars Upper School | Mentmore Road | Linslade | Leighton Buzzard | Bedfordshire | LU7 2AE
01525 219300 | [email protected]
@Cedars_upper

Kelly Farrell | PA to Headteacher | Challney High School for Boys

Challney High School for Boys | Stoneygate Road | Luton | Bedfordshire | LU4 9TJ
01582 599921 | [email protected]
@ChallneyBoys

Alison Ross | PA to Headteacher | Challney High School for Girls

Challney High School for Girls | Addington Way | Luton | Bedfordshire | LU4 9FJ
01582 578118 | [email protected]
@Challney_Girls

Hayley Peel | PA to Headteacher | Chiltern Academy

Chiltern Academy | Gipsy Lane | Luton | Bedfordshire | LU1 3GF
01582 310644 | [email protected]
@ChilternA

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2:2Know CLT KNOW CLT 2:2

KEY ADMINISTRATION CONTACTS

Michael Bugler | School Manager | Dallow Primary School

Dallow Primary School | Dallow Road | Luton | Bedfordshire | LU1 1LZ
01582 616601 | [email protected]
@DallowPrimary

Kayleigh Farrell | PA to Headteacher/ Office Manager | Daubeney Academy

Daubeney Academy | Orchard Street | Kempston | Bedfordshire | MK42 7PS
01234 400111 | [email protected]
@Daubeney

Karen Clayton | PA to Headteacher | Denbigh High School

Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 736611 | [email protected]
@DenbighHigh

Rita di Carlo | PA to Headteacher/Office Manager | Kempston Academy

Kempston Challenger Academy | Hill Rise | Kempston | Bedfordshire | MK42 7EB
01234 290900 | [email protected]
@KCABedford

Jodie Neville | PA to Headteacher/Office Manager | Lancot Academy

Lancot Academy| Lancot Avenue | Dunstable | Bedfordshire | LU6 2AP
01582 667956 | [email protected]
@Lancot_Academy

Alison Gransby | Office Manager | Lark Rise Academy

Lark Rise Academy | Cartmel Drive | Dunstable | Bedfordshire | LU4 3PT
01582 607852 | [email protected]
@larkriseacademy

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KNOW CLT 2:2 2:2Know CLT

KEY ADMINISTRATION CONTACTS

Sue Wilmore | Office Manager | Linslade School

Linslade School | Mentmore Road | Leighton Buzzard | Bedfordshire | LU7 2PA
01525 372640 | [email protected]
@linsladeschool

Sallie McIntyre | Office Manager | Marston Vale Middle School

Marston Vale Middle School | The Crescent | Stewartby | Bedfordshire | MK43 9NH
01234 768224 | [email protected]
@mvm_school

Angie Pitchford | PA to Headteacher | Putteridge High School

Putteridge High School | Putteridge Road | Luton | Bedfordshire | LU2 8HJ
01582 745903 | [email protected]
@PutteridgeHSch

Ashleigh Wing | PA to Headteacher | Springfield Primary

Springfield Academy | Orchard Street | Kempston | Bedfordshire | MK42 7LJ
01234 306000 | [email protected]
@SpringfieldBeds

Catherine Giles | Administrator | Chiltern Learning Trust

Chiltern Learning Trust | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 736611 | [email protected]

@ChilternLT

Rachael Rochester | HR Officer | Chiltern Learning Trust

Chiltern Learning Trust | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 550791 | [email protected]
@ChilternLT

Marketing and Communications Officer | Chiltern Learning Trust

Chiltern Learning Trust | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
@ChilternLT

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KEY ADMINISTRATION CONTACTS

Sophie Malamatenios | Design Assistant | Chiltern Learning Trust

Chiltern Learning Trust | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 310644 | [email protected]
@ChilternLT

Claire Justin | Office Manager | Chiltern Teaching School Hub

Chiltern Teaching School Alliance | c/o Challney High School for Boys | Stoneygate Road | Luton | Bedfordshire |
LU4 9TJ 01582 493680 | [email protected]

@CTGtraining / @ChilternTSH

Elaine Warren | CTG Co-ordinator | Chiltern Training Group
Chiltern Teaching School Hub

Chiltern Training Group | c/o Challney High School for Boys | Stoneygate Road | Luton | Bedfordshire | LU4 9TJ
01582 493680 | [email protected]

@CTGtraining / @ChilternTSH

Karla Phipps | CTSA Administrator | Chiltern Teaching School Alliance
Chiltern Teaching School Alliance

Chiltern Teaching School Alliance | c/o Challney High School for Boys | Stoneygate Road | Luton | Bedfordshire |
LU4 9TJ 01582 493680 | [email protected]
@ChilternLT / @ChilternTSH

Liane Blades | Senior Finance Officer | Chiltern Teaching School Hub

Chiltern Teaching School Hub | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 550792 | [email protected]

@ChilternLT / @ChilternTSH

Cheryl Brown | CTSH Administrator | Chiltern Teaching School Hub

Chiltern Teaching School Hub | c/o Denbigh High School | Alexandra Avenue | Luton | Bedfordshire | LU3 1HE
01582 550795 | [email protected]

@ChilternLT / @ChilternTSH

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CENTRAL TEAM 2021-2022 2:3Know CLT

ADRIAN
ROGERS

Chief
Executive

KNOW CLT 2:3 ROB TERESA
PARSONS KELLY

Director of Director of Finance
Operations & Compliance

CATHERINE JEAN
GILES LEECH

Administrator Finance &
HR Manager

JULIE ANTON CAROLINE LAURA
GEAREY BEEHL HATCHER TOWNSEND

Operations Director Senior Finance HR Manager
Manager of ICT Officer

STEVE LYDIA EMMA LIANE RACHAEL
TINGEY BRAISHER GRISAFFI BLADES ROCHESTER

Estates Admissions Finance Senior Finance HR
Manager Manager Officer Officer Officer

FINANCE AND HR TEAM

SIMSAKMINS MICHELLE HAZERA SALLY ALIMA
BUTLER-LEE BEGUM KNIGHT BEGUM
Marketing &
Communications Finance Assistant Finance Assistant HR Advisor Finance Assistant

Officer VICTORIA ELYSHA KELLY
KAIN NARINE TUNNICLIFFE
SOPHIE
MALAMATENIOS Finance Assistant Finance Assistant Finance Assistant

Design
Assistant

OPERATIONS & MARKETING STANDARDS & SCHOOL IMPROVEMENT
FINANCE, PERSONNEL & COMPLIANCE TEACHING SCHOOL, TRAINING & PROFESSIONAL DEVELOPMENT

20 Together towards excellence ambition and inspiration

TRUDY
PURSLOW

PA
to CEO

LORRAINE KNOW CLT 2:3
HUGHES

Director
of Education

JULIAN SUFIAN
AXFORD SADIQ

Director of School Director of
Improvement Teaching School

EMMA NEIL SUE NADINE JAMES ANNA
DARCY MILLS TEAGUE COTTON SEARLE ROGERS

Director of Technology Deputy Director Primary School Deputy Director Deputy Director Head
for Learning School Improvement Improvement Teaching & Learning CTSH of CTG

MAT DEVELOPMENT TEAM

ANGELA MARCUS RAZNA NICOLA CHARLES CHERYL CLARE
TATTERSALL RAY CHOUDHURY HICKTON PEPRAH ABBISS MCGIVERN

Data Director of Director of Maths Director of English Director of Science ECF & AB CTSH
Manager Primary Maths Lead DELIVERY LEAD

ZOE BELLA DAN JAMES INDEA CLAIRE MARCUS
KERR ELLIS PALLETT SEE ADAMS-BURNETT JUSTIN RAY

Director of Music SLE Design and Sports Sports CTSH Primary
Primary English Engineering SLE Co-Ordinator Co-Ordinator Co-ordinator SCITT Lead

SCHOOL RACHEL
IMPROVEMENT TEAM TAYLOR
Lead practitioners and specialist
leaders in all subjects and phases. Secondary
SCITT Lead

CHERYL KARLA ELAINE
BROWN PHIPPS WARREN

CTSH CTSH CTG
Administrator Administrator Administrator

Together towards excellence ambition and inspiration 21

2:4Know CLT

KEY DOCUMENTS FOR CHILTERN LEARNING TRUST

DOCUMENT TITLE LEAD PURPOSE
PERSON

Development Adrian Key strategic direction of the Trust and
Plan Rogers outline of priorities

KNOW CLT 2:4 Chiltern Learning Trust Trudy Outline of working practices within
Handbook Purslow the Trust
Chiltern Learning Trust
CPD Handbook Sufian All Trust and CTSH CPD including best
Sadiq practice meetings

CTSH Leaflet Sufian CPD information for all local
Sadiq schools and partners

Self-Evaluation Form Lorraine An evaluative reflection of the
(SEF) Hughes Trust and its impact

Growth Strategy Rob Assessing the Trusts capacity
Parsons for growth and development

Chiltern Learning Trust Trudy All relevant information for any school
Prospectus Purslow interested in joining us
Information for
potential joiners Rob More detailed information booklet for
Parsons schools making an informed decision
Key Trust policies
to join us
Communication
documents Teresa All the statutory or common policies within
Governor Kelly the Trust
Handbook
Adrian Half termly CEO impact report to Trustees,
Rogers summary report to Governors and staff and
termly newsletter to parents and pupils

Teresa Guidance for all Governors and Trustees
Kelly

22 Together towards excellence ambition and inspiration

2:4Know CLT

AUDIENCE WHERE TO FIND Date of
Review
Trustees, Governors, Internal drive, hard copies for all key August 2022
Senior staff stakeholders, displayed in all staff rooms

All staff within CLT, all staff On Google drive, hard copies to all August 2022 KNOW CLT 2:4
All staff within CLT senior staff and offices, hard copy in all August 2022
staff rooms, all staff receive electronically

CLT - on Google drive, hard copies to all
senior staff and offices, hard copy in all
staff rooms, all staff receive electronically

Local schools in Luton and Beds Hard copy sent to all schools, plus posters July 2022 Chiltern Learning Trust welcomes transparency, community involvement and communication that is both top down and bottom up.
(their Senior Teams and the staff) Therefore, our communications are regular and frequent, as well as this information, please look at; www.chilternlearningtrust.org

Trustees, Governors, Central Hard copy only to the target audience July 2022
Team, school Senior teams, Hard copy only for the target audience, July 2022
Regional Schools Commissioner summary version available electronically

Trustees, Headteachers,
Regional Schools Commissioner

School Governors and Senior Available in hard copies to any January 2022
Teams from outside the Trust school and on the website

Governors and Senior Teams of Available in hard copy on request August 2022
schools interested in joining us Available on the website
Emailed to relevant stakeholders, Ongoing
All stakeholders, including hard copies to parents update
Trustees, Governors,
all staff, parents Ongoing
update
All stakeholders receive
tailored report

Governors, Trustees and Clerks Governor hub August 2022

Together towards excellence ambition and inspiration 23

WORKING WITH CLT 3:13:1Working with CLT

SAFEGUARDING IN CHILTERN LEARNING TRUST

Annual external review of
governance

Board of Trustees hold CEO and
Senior Directors to account

Link Trustee meets with Senior
Directors termly to review

safeguarding, health and safety and
estates management

Senior Directors produce annual
Safeguarding Report for Board of

Trustees

Schools produce annual statement
of assurance for the Senior Directors

Audits shared with LAs with
follow up meetings and actions

where appropriate
Central Team provide
support and challenge to Trust
schools including checks, visits
and network meetings

CLT commission annual
external safeguarding and health

and safety audits

Link Safeguarding
Governor undertakes visits
and meetings as per the school
safeguarding half termly schedule

LGB receive half
termly safeguarding reports

including all audit reports
and follow up actions

Headteacher carries
out Performance

Management of DSL

All policies
related to
Safeguarding
adopted and
contextualised by
schools

24 Together towards excellence ambition and inspiration

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

Although each school retains its individual identity and history, the desire for excellence and high achievement
for all learners, regardless of their background or ability, is the common underpinning feature of all our schools.

We work together, using our very best teachers and leaders to raise the outcomes and opportunities for every
child, sharing best practice and expertise amongst staff to raise participation and narrow gaps in achievement.

As a Trust we also have certain standards and expectations which relate to working practices within the many
different areas of our operations. These standards and expectations manifest themselves as formal policies,
procedures, guiding principles and quality standards that are applied to every school within the Trust.

These are not only important in helping to ensure that we are maintaining quality and consistency across our
schools, but they also help to prevent duplication and reduce workloads.

ADRIAN ROGERS | Chief Executive

CLT Roles: The school will: Lead:
Monitored by:
a) Lead the strategic direction of the Chiltern a) Provide input of a high quality into the Trustees WORKING WITH CLT 3:2
Learning Trust. strategic direction of the Trust, through the
b) Support and challenge the Headteachers senior teams.
and senior teams in each school. b) Provide prompt and appropriate information
c) Help lead all our schools to be outstanding. for the CEO and be available/prioritise regular
meetings.

c) Ensure progress and attainment data and
pupil standards are outstanding, and provide
‘outstanding’ leadership.

ROB PARSONS | Director of Operations

CLT Roles: The school will: Lead:
Monitored by:
a) Leads on school admissions, facilities and a) Comply with Trust policies including those CEO/
asset management, capital investment, health related to admissions, health and safety and Headteacher
and safety, ICT, marketing & communications, risk management.
strategic risk management and due diligence b) Implement recommendations from audits
for growth and new joiners. and report progress to LGB.
b) Responsible for developing policy in these c) Budget appropriately for annual revenue
areas and for managing the implementation of expenditure on facilities plan and budget
relevant strategies across the Trust. appropriately for programmes of ICT refresh
c) Provides relevant support, advice and prepare site development plans and develop
guidance to schools and is responsible for supporting capital investment strategies.
monitoring compliance with Trust’s policies
and statutory compliance on behalf of the
Board, commissioning audits as necessary.

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3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

JULIE GEAREY | Operations Manager

CLT Roles: The school will: Lead:
Monitored by:
a)To support the Director of Operations to To understand the legislative, regulatory Director of
ensure the effectiveness and legal alignment and best practice drivers for the policy Operations
of the policy framework held by the Operations framework in the Trust’s Operations team,
WORKING WITH CLT 3:2 Team, focussing specifically on Health and currently Health and Safety, Strategic Risk
Safety, Strategic Risk Management and Management and Business Continuity.
Business Continuity and to provide support ● To undertake periodic reviews of the
and ensure school and Trust compliance with policy framework and assess alignment
relevant Trust policies. with legislation, best practice, and evaluate
b) To manage Trust wide services contracts effectiveness, making improvements where
and explore opportunities to deliver further necessary.
efficiencies through centralised procurement ● Working with the Director of Operations
and management of a wider range of and other members of the Operations Team
centralised services and supplies, responsible ensure that the Trust and its schools are
for performance monitoring and reporting and supported in implementing these policies.
for liaison with schools. Manage the Trust’s consultants,
commissioning audits and further external
support when necessary
● To support the Trust’s Director of Operations
in regular policy reviews and compliance
reporting to Trustees and Trust committees
To act as the Trust’s lead for the day to day
management of current Central services
contracts and supplies including catering and
cleaning services and utilities.
● To liaise with contract service providers and
monitor performance, problem solving and
reporting periodically to schools, the Trust’s
Directors and to Trustees.
● To lead formal contract performance
reviews, contract extensions and variations
and procure services and supply contracts
when necessary
● To further explore, expand and procure a
wider range of Trust services and supplies for
its schools including print services, grounds
maintenance, school consumables etc

26 Together towards excellence ambition and inspiration

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

STEVE TINGEY | Estates Manager

CLT Roles: The school will: Lead:
Monitored by:
a) Supports site and facilities managers to a) Ensure compliance with Health and Safety Headteacher/
ensure that the Trust’s Health and Safety at all times. Director of
policy and current legislation is understood, b) Ensure sufficient time and resources are Operations
implemented and monitored across all sites allocated to school maintenance programmes
including regular site visits and compliance and contracts. WORKING WITH CLT 3:2
inspections. c) Engage with the Trust’s Estates Manager at
b) Supports schools in identifying and the inception of new projects and throughout.
evaluating building condition, suitability and d) Ensure compliance with the Trust’s Scheme
energy efficiency priorities in order to define of Delegation, financial regulations, school
their Site Development Plans and to develop policies, personnel procedures, service level
planned and preventative maintenance agreements and the regulations and directives
programmes. as appropriate.
c) Provides technical advice on projects and e) Liaise directly with the Estates Manager
capital works liaising with internal and external on issues related to service standards and
parties and consultants as required and quality and engage with periodic quality audits
ensuring compliance. undertaken by the Estates Manager and
d) Manages Trust services and supply contractor.
contracts including cleaning and catering f) Ensure early liaison in the drafting or review
to ensure that performance standards are of job descriptions, recruitment and interview.
achieved and sustained at school level.
e) Supports individual academies with the
appointment of operational site staff.

Together towards excellence ambition and inspiration 27

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

Marketing & Communications Officer

CLT Roles: The school will: Lead:
Monitored by:
a) Responsible for planning, developing a) Manage social media, taking account of Headteacher/
and executing marketing communication Trust advice, guidance and support. Director of
campaigns across digital platforms and print b) Provide suitable input to Trust staff and Operations
media. stakeholder newsletters and proactive press
WORKING WITH CLT 3:2 b) Tracking and reporting on the effectiveness releases.
of campaigns (including marketing spend) c) Engage early on potential issues that
to optimise current and future marketing may be newsworthy and/or require a quick
activities. response to avoid negative publicity.
c) Providing support with writing copy and d) Seek support in the design of marketing
design for all marketing collateral, including material including posters, banners, sales
CLT handbooks, brochures, letters, emails, material etc. to promote school and Trust
and websites. activities.
d) Carrying out research of social media e) Engage in Trust wide publicity of vacancies
handles and groups, to support with the in recruitment rounds.
next academic years recruitment campaigns
for both Teaching School and Teacher
Recruitment.
e) Undertake an annual audit of school,
CTG, CTSA and Trust websites to ensure
compliance with DfE standards with the Trust’s
Director of ICT.

CLT Roles: LYDIA BRAISHER | Admissions Manager Lead:
Monitored by:
The school will: Headteacher/
Director of
a) To formulate, develop and review the a) Engage with the consultation and Operations
Trust’s policies and practices on admissions in determination process with the Admissions
line with legislation and the School Admissions Manager to implement the Trust’s policies.
and School Admission Appeals codes of b) Provide all necessary school held data to
practice. enable analysis when necessary.
b) To manage the evaluation of statistical c) To provide timely and accurate information
information and comparative data to enable to support the drafting and presentation of
detailed analysis of trends on an academy / appeals cases.
area basis, to inform admission policies and
local demands and needs.
c) To research, prepare and present the
case for Academies in the Trust at admission
appeals, including group presentations to
parents and panel members.

28 Together towards excellence ambition and inspiration

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

ANTON BEEHL | Director of ICT

CLT Roles: The school will: Lead:
Monitored by:
a) Working with the Trust’s Director of a) To develop a school ICT plan to address Headteacher/
Technology for Learning to lead the vulnerabilities, ensure consistency in Director of
development and implementation of Trust approach and support for its technology for Operations
ICT Strategy, providing compliance reports to learning vision.
senior Central Team and Trustees. b) Liaise directly with the Director of ICT on WORKING WITH CLT 3:2
b) Manage the Trust’s ICT Managed Service issues related to contract service standards
contract to ensure that agreed performance and quality and engage with periodic quality
standards are achieved and sustained, audits undertaken by the Director of ICT and
meeting regularly with schools to monitor contractor.
performance from the end user’s perspective c) To budget appropriately for revenue costs
and with the ICT contractor for contract associated with cyclical costs including
performance and review meetings. broadband, filtering, antivirus, software
c) Provide advice and guidance to schools licensing and telephony that are outside of the
in the implementation of school network Trust’s ICT managed service.
solutions including: network infrastructure, d) To budget appropriately for capital costs
server hardware, wireless systems, cabling associated with strategic investment and
connectivity, broadband, end user devices, refreshes of the school’s passive and active
software and telephony. infrastructure, user devices and audio visual
d) Liaise with Trust and school senior teams equipment.
and external contractors to provide costed e) Engage with the Director of ICT to combine
proposals for each school with regard to the school ICT procurement proposals and
procurement of telephony, ICT equipment and achieve improved value for money.
infrastructure upgrades. f) Resource resulting action plans where
e) Develop a centralised purchasing remedial works are outside of the Trust’s
process to improve value for money in the ICT managed service and report audits and
procurement of ICT hardware, software, progress to LGBs.
broadband and telephony services and g) Manage website content and undertake
provide standardisation across all Trust periodic reviews and refreshes of material.
schools.

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3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

TERESA KELLY | Finance Director and Compliance

CLT Roles: The school will: Lead:
Monitored by:
a) Governance - a) Recruit, induct and train LGB Governors. CEO/
Ensure effective, high quality governance that b) Provide administrative support for LGB Headteacher
challenges and supports, and establishes Governors.
an effective, strategic, informed Board of c) Ensure governor templates are completed
Trustees. on time.
b) Statutory compliance advice/helpline - d) Follow the CLT governance reporting
Providing practical guidance and leadership structures as per CLT guidance.
for all support staff. e) Ensure all CLT statutory policies are
c) Financial support and guidance for disseminated to all staff, uploaded to school’s
all Headteachers and senior staff, with website and implemented across the school.
operational guidance. f) Ensure compliance with the CLT Scheme of
Delegation.
WORKING WITH CLT 3:2 g) Meet all deadlines set by the CLT.
h) Ensure the Right of Access to Information.
i) Permit the central finance staff to attend any
governor or finance meetings with advance
notice.

JEAN LEECH | Finance and HR Manager

CLT Roles: The school will: Lead:
Monitored by:
a) Lead year end procedures across the CLT a) Provide a L4 Finance Officer. Chief Finance
b) Compile statutory accounts (with Buzzacott) b) Deliver monthly reports in a timely manner. Officer/
c) Lead induction/training and support for c) Provide full access to all finance software Headteacher
finance staff. and systems.
d) Manage and administer the monthly CLT d) Ensure compliance by following the
financial management systems for each financial handbook.
school, ensuring compliance with the DFE
financial handbook.
e) Analysing schools’ monthly finance reports
f) VAT, reconciling control accounts
g) Standardise practices across CLT to ensure
efficiency and clarity of reporting.
h) Budget setting/monitoring

30 Together towards excellence ambition and inspiration

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

CAROLINE HATCHER | Senior Finance Officer

CLT Roles: The school will: Lead:
Monitored by:
a) Provide induction/training & support f) Provide full access to all finance information Finance
for finance staff on PS Financials. and systems. Manager
b) Carry out bursary services for schools. g) Ensure compliance by following the
c) Administer the monthly CTSA financial financial handbook.
management systems, ensuring compliance
with the DFE financial handbook.
d) Analysing CTSA’s monthly finance
reports.
e) VAT, reconciling control accounts for
CTSA.

LAURA TOWNSEND | HR Manager WORKING WITH CLT 3:2

CLT Roles: The school will: Lead:
Monitored by:
a) Provide HR support for the Headteacher a) Provide a HR Officer. Finance Director/
during complex HR school issues. b) Provide CLT with internal support and if Headteacher
b) Liaise with Headteachers, and the central required, an investigating officer.
team over complex HR issues.
c) Support Headteachers in employment
procedures facilitating performance
management, and sickness absence.

Together towards excellence ambition and inspiration 31

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

LORRAINE HUGHES | Director of Education

CLT Roles: The school will: Lead:
Monitored by:
a) To support the CEO in setting the strategic a) Provide prompt and appropriate information CEO/
direction for Education in Chiltern Learning and be available and prioritise regular Headteacher
Trust. meetings.
b) To ensure Chiltern Learning Trust provides
WORKING WITH CLT 3:2 an excellent quality of education.
c) To monitor standards of teaching and the
quality of education.
d) Work with the CEO to support and
challenge the Headteachers and senior teams
in each school.
e) To promote a host of CPD opportunities for
each school within the Trust.
f) To ensure all school to school support within
the Trust is well coordinated and impactful.
g) To oversee the provision of high quality ITT
provided by CTG and Teaching School activity
provided by CTSA .

JULIAN AXFORD | Director of School Improvement

CLT Roles: The school will: Lead:
Monitored by:
a) To monitor standards of teaching and the a) Provide prompt and appropriate CEO/Director
quality of education. information. of Education/
b) Work with the CEO to support and b) Be available and prioritise regular meetings. Headteacher
challenge the Head teachers and senior c)Engage with CPD opportunities as
teams in each school. appropriate.
c) To ensure appropriate data is shared with
LGBs.
d) To promote and target a range of CPD
opportunities for each school within the Trust.
e) To ensure all school to school support
within the Trust is well coordinated and
impactful.

32 Together towards excellence ambition and inspiration

3.2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

NEIL MILLS | Deputy Director of School Improvement

CLT Roles: The school will: Lead:
a)Provide prompt and appropriate information Monitored by:
a)Playing a full and active part in the b)Be available and prioritise regular meetings Director of
leadership and management of the Chiltern c)Engage with CPD opportunities as Education /
Learning Trust and to work, at the discretion appropriate Director of School
of the Director of Education, within school Improvement
improvement work and pastoral issues.
b)Ensuring continuous improvement in the WORKING WITH CLT 3:2
quality of provision in the specific areas of
responsibility so that these are outstanding,
and develop our workforce.
c)Working with the Director of Education to
support and develop staff and the organisation
to ensure that the Chiltern Learning Trust,
overall, remains outstanding.
d)Motivating and leading others by example
by being a high performing, knowledgeable
and reliable leader.
e)Attend and contribute to senior meetings of
the Chiltern Learning Trust, to develop all of
our schools, or future schools.

NADINE COTTON| Deputy Director of School Improvement

CLT Roles: The school will: Lead:
a)Provide prompt and appropriate information Monitored by:
a)Playing a full and active part in the b)Be available and prioritise regular meetings Director of
leadership and management of the Chiltern c)Engage with CPD opportunities as Education /
Learning Trust and to work, at the discretion appropriate Director of School
of the Director of Education, within school Improvement
improvement work and pastoral issues.
b)Ensuring continuous improvement in the
quality of provision in the specific areas of
responsibility so that these are outstanding,
and develop our workforce.
c)Working with the Director of Education to
support and develop staff and the organisation
to ensure that the Chiltern Learning Trust,
overall, remains outstanding.
d)Motivating and leading others by example
by being a high performing, knowledgeable
and reliable leader.
e)Attend and contribute to senior meetings of
the Chiltern Learning Trust, to develop all of
our schools, or future schools.

Together towards excellence ambition and inspiration 33

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

SUE TEAGUE | Primary School Improvement

CLT Roles: The school will: Lead:
Monitored by:
a)To monitor standards of teaching and the Provide prompt and appropriate information Director of
quality of education b) Be available and prioritise regular meetings Education /
b)Work with the CEO to support and challenge c) Engage with CPD opportunities as Director of School
the Head teachers and senior teams in each appropriate Improvement
school

c)To ensure appropriate data is shared with
LGBs

d)To promote and target a range of CPD
opportunities for each school within the Trust

WORKING WITH CLT 3:2 ANGELA TATTERSALL | Data Lead

CLT Roles: The school will: Lead:
Monitored by:
a) Provide guidance and support for the a) Provide a data processing officer in school. Director of
sharing and monitoring of performance data. b) Provide full access to network and software Education/
b) Advice and assistance with the setting up packages used by the school including Headteacher
of systems to enable schools to produce this SISRA, FFT aspire and any other software
information. used by the school for Assessment purposes.
c) Benchmarking for specific groups across c) To be part of the Chiltern Learning Trust
the trust. google domain which would mean them
d) Lead on the target setting process for the having google emails and google drive for
trust schools to ensure schools performance sharing information.
indicators are challenging. d) Have published data entry points to meet
e) Act as the Trust GDPR lead. required reporting.
e) Meet data entry deadlines.
f) Ensure GDPR compliance, and inform the
Trust of any breaches.

34 Together towards excellence ambition and inspiration

3.2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

EMMA DARCY | Director of Technology for Learning

CLT Roles: The school will: Lead:
Monitored by:
a) Support for schools with creating a a) Set up a school-specific Google Domain for Director of
technology for learning strategy that all staff and pupils which is hosted under the School
maximises the use of existing hardware and Chiltern Learning Trust domain. Improvement/
software and helps schools plan for the future. b) Meet with the Director of Technology for Headteacher
b) Support for teachers with using technology Learning at the start of each academic year to
effectively across the curriculum to support agree an action plan for the forthcoming year
both in school and at home learning. that links closely to the school SIP.
c) Support with creating opportunities for c) Identify the SLT staff member with specific
pupils to engage with the latest technology responsibility for technology for learning and
through enrichment and enhancement ensure they oversee delivery of the school
programmes. action plan.
d) Gather feedback however required to
regularly monitor and evaluate the quality and WORKING WITH CLT 3:2
impact of the school technology for learning
strategy.

Together towards excellence ambition and inspiration 35

3:2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

SUFIAN SADIQ | Director of Teaching School

CLT Roles: The school will: Lead:
Monitored by:
a) To work with the Director of Education to a) Provide prompt and appropriate Director of
ensure high quality professional development information, support ITE and enable Education /
through all Teaching School activity. staff to access professional development Headteacher
b) To broker and quality assure SLE school to opportunities.
school support as identified by the Directors of
Education and School Improvement.
c) To develop a comprehensive CPD offer that
staff across the Trust at various levels can
access remotely.
d) To work with the CEO and central team to
ensure the highest standards across all Trust
schools.

WORKING WITH CLT 3:2 JAMES SEARLE | Deputy Director of CTSH

CLT Roles: The school will: Lead:
Monitored by:
a)Playing a full and active part in the a) Provide prompt and appropriate Director of
leadership and management of the Chiltern information, support ITE and enable Teaching School/
Learning Trust and Chiltern Teaching School staff to access professional development Director of
Hub (CTSH), and to work, at the discretion of opportunities. Education
the Director of Teaching School and the Trust
CEO.
b)Ensuring efficient and effective day-to-day
operations and management of the Teaching
School Hub (TSH) to deliver on teacher
recruitment, retention and development across
the Hub areas.
c)Attend and contribute to senior meetings
of the CTSH, to support the local strategic
boards and provide analysis of the
performance of our CTSH for the partnership
board.
d)Full and accurate quality assurance of
our services and measure our performance
against the TSH KPIs.
e)Liaise with the financial officer and the
Director of Finance to ensure financial
management and operational management
are fully compliant.
f)Motivating and leading others by example by
being a high performing, knowledgeable and
reliable leader.

36 Together towards excellence ambition and inspiration

3.2Working with CLT

EXPECTATIONS OF OUR SCHOOLS

CHERYL ABBISS | Deputy Director of CTSH

CLT Roles: The school will: Lead:
Monitored by:
a)Playing a full and active part in the Provide prompt and appropriate information, Director of
leadership and management of the Chiltern support ITE and enable staff to access Teaching School/
Learning Trust and Chiltern Teaching School professional development opportunities. Director of
Hub (CTSH), and to work, at the discretion of Education
the Director of Teaching School and the Trust
CEO.

b)Ensuring efficient and effective day-to-day
operations and management of the Teaching
School Hub (TSH) to deliver on teacher
recruitment, retention and development across
the Hub areas.

c)Attend and contribute to senior meetings WORKING WITH CLT 3:3
of the CTSH, to support the local strategic
boards and provide analysis of the
performance of our CTSH for the partnership
board.

d)Full and accurate quality assurance of
our services and measure our performance
against the TSH KPIs

e) Delivering ECF & AB

ANNA ROGERS | CTG Manager

CLT Roles: The school will: Lead:
Monitored by:
a) To ensure high quality Initial Teacher a) Provide prompt and appropriate Director of
Education through CTG and support information, support ITE and enable Education/
alternative routes into teaching. staff to access professional development Headteacher
b) To ensure the highest quality initial teacher opportunities.
training for CTG.
c) Produce high quality teachers to CLT and
the wider community.

CLARE MCGIVERN | CTSH Delivery Lead

CLT Roles: The school will: Lead:
Monitored by:
a) To support TSH & CTG. a) Provide prompt and appropriate Director of
information, support ITE and enable Teaching School/
staff to access professional development CTG Manager
opportunities.

Together towards excellence ambition and inspiration 37

3:3Working with CLT

EQUIVALENT POST HOLDERS WITHIN THE CLT

Headteacher Office Manager/ Senior Lead Senior Lead for Finance HR Facilities Designated
Headteacher’s PA for CPD Curriculum Link Link Link Safeguarding

ARDLEY Steve Nicki Monique Natalie Michael Rachael Dave Monique
HILL Fox Betchley Berry Read Dolan Rochester Harper Berry

ACADEMY

CEDARS Steven Hannah Melanie KS3 Michelle Christine Angela Steve
UPPER Palmer Carty Norman Melanie Norman Butler-Lee Allen Herbert Palmer/
SCHOOL Leah Ferguson- Claire
Mark Laura Powell
Mailer Moore Miller
Cath KS4 Helen
Price Steven Palmer Rogers
Julia KS5 Kirsty
Spence Steve Palmer / Toomey
Zaibun Leah Ferguson-
Nisar Moore Jade
Powell
CHALLNEY Daniel School Manager Jacqui Hazera Andy Aabid
HIGH Warren Begum Hayward Khan
SCHOOL Connor Keeley
WORKING WITH CLT 3:2 FOR BOYS Docherty

CHALLNEY Joanne PA to HT Sam Victoria Sandra Helen
HIGH Mylles Fisher Kain Smith Masters
Kelly
SCHOOL Farrell
FOR GIRLS
School Manager
CHILTERN Ian Chris Alima Matt Shenila
ACADEMY Douglas Sandra Carter Begum Hanson Abbas
Smith
KS1
PA to HT
Conor
Alison McCaffrey
Ross
KS2
Office Manager
Beverley
Jenny Trotman
Davis

PA to HT

Hayley
Peel

DALLOW Katharine School Manager Anne Michael Sheelah
PRIMARY Lovell Leishman Bugler McGregor
SCHOOL Michael
Bugler

DAUBENEY Matt Kayleigh Gareth Gareth Kayleigh Kayleigh Kayleigh Matt
ACADEMY Lee Farrell Doward Doward Farrell Farrell Farrell Lee

DENBIGH Donna Office Manager Ian Jess Michael Teresa Dennis Hannah
HIGH Neely- Stonnell Pather Dolan Everitt Doyle Harwood
Hayes Geraldine Sofia
SCHOOL Fallon Anna Anna Quarta Sofia Pete Anna
KEMPSTON Karen Craddock Craddock Quarta Woods Craddock
ACADEMY Bateman PA to HT

Karen
Clayton


Rita di
Carlo

LANCOT Claire Jodie Jenny Claire Kelly TBC Mark Lorna
ACADEMY Probert Neville Fraser Probert Tunnicliffe Foster Taylor

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3.3Working with CLT

EQUIVALENT POST HOLDERS WITHIN THE CLT

Headteacher Office Manager/ Senior Lead Senior Lead for Finance HR Facilities Designated
Headteacher’s PA for CPD Curriculum Link Link Link Safeguarding

LARK RISE Romina Alison Romina Hannah Melanie Alison Alison Katie
ACADEMY Lang Gransby Lang Hartley Vizard Gransby Gransby Waterman

LINSLADE Mark Sue Tracey Tracey Elysha Christine Angela Phil
SCHOOL Gibbs Wilmore Walbank Walbank Narine Allen Herbert Stock

MARSTON Sallie Sarah Estelle Shelley Sally Matthew Anna
VALE MIDDLE Estelle McIntyre Bartishel Jennings Bent Knight Piazza Burnham
Kirsten Kurtis Jeremy
SCHOOL Jennings Office Manager Senior Pitchford
Ashleigh Heath
PUTTERIDGE David Michelle Kevin Kelly Tomara Wing Claire
HIGH Graham Gahan Ashby Tunnicliffe Toyer Andrews
SCHOOL WORKING WITH CLT 3:3
PA to HT

Angie
Pitchford

SPRINGFIELD Claire Ashleigh Claire Stewart Ashleigh Claire
PRIMARY Andrews Wing Andrews Cowie Wing Andrews
SCHOOL

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WORKING WITH CLT 3:43:4Working with CLT

JOINING THE CHILTERN LEARNING TRUST

Once a new school joins our Trust, all the staff in the school are entitled to an induction process that shows
them how the Trust operates, and the impact being part of it will have on individual employees. This will take the
form of a formal meeting where staff are introduced to the core team and the values of the Trust.

In the case of new staff joining an existing organisation, induction into the Trust will be included in the normal
induction processes.

Communication for all staff

We expect consistently high quality communication from all staff. First impressions are all important, and we
expect all staff to respond quickly to requests for information both from within the Trust and from external
agencies. In return, we encourage open dialogue and ask all staff to tell us about any problems or areas of
improvement they may have.

Working Together

Schools across the Trust are expected to work together and share ideas. We provide many opportunities for
groups of staff with similar jobs or areas of interest to work together and share practice.

Career Development

As a Trust we are committed to developing all our staff and they have access to all the training and support we
provide as a Teaching School Hub. Where opportunities arise, staff will be able to move from one part of the
Trust to another in order to develop their careers.

Standardising Terms and Conditions across the Trust

Since all staff have terms and conditions that are the same across the Trust, it is that much easier for flexible
working and movement within organisations.

Maintaining Organisational Identity

While we do everything to ensure there is consistency across our organisations, we encourage every school
to maintain its identity. This is why the individual schools maintain their own induction procedures, and we
encourage all staff to participate in these as well as in the central induction programme.

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EXPECTATIONS FROM THE CHILTERN TEACHING
SCHOOL HUB JOINING THE CLT

Chiltern Teaching School Hub

In February 2021 the DfE awarded two of the eighty-seven Teaching School Hubs to CLT, one of only four
teaching schools to be awarded multiple hubs in the country. The core functions of the Teaching School Hub are
to support ITT, Deliver the Early Careers Framework, act as an Appropriate Body, Deliver the NPQs and provide
a wider CPD offering where there is a need. This is referred to as the ‘Golden Thread’.

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We will work across 8 local authorities spanning Milton Keynes, Bedfordshire & Hertfordshire.

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WORKING WITH CLT 3:43:4Working with CLT

CTG Initial Teacher Training (ITT)

CTG is an outstanding provider of Initial Teacher Training with Primary and Secondary trainees and we would
expect CLT schools to provide places for trainees. Each trainee should have a mentor who has been trained
by CTG and each school will appoint from within its leadership team a ‘Professional Tutor’ where there are 2
trainees or more in your school. The Professional Tutor will meet trainees each week and quality assures the
work of the mentors. All mentors and Professional Tutors receive a payment for their work with CTG ITT and
are expected to attend half termly staff meetings.

We normally expect CLT schools to use CTG as their preferred ITT provider, so that our workforce can be high
quality and home grown. Depending on the size and capacity of the school, we hope that between three and
ten trainee places to be available from CLT Secondary schools and 1-3 places from Primary and Lower schools.
We use local staff to act as Subject Coordinators and deliverers of training, as well as for quality assurance and
we welcome active participation in these areas from CLT schools, as this is excellent professional development
and an exciting opportunity for CLT middle leaders.

Early Careers Teachers
Early Careers Framework

We are a delivery partner working with Best Practice Network to deliver the Early Careers Framework. This is
a two year program which is delivered in a blended approach of face to face guided learning along with self-
directed online study. The ECF framework lends itself to supporting both the ECTs as well as the mentors in
induction of new teachers into the profession.

ECT Appropriate Body

We are an appropriate Body for all the ECTs within the Trust except for our Hub lead school, Denbigh High
School.
The support we provide is first rate and offered at a very competitive rate. We are not able to act as an
Appropriate Body for teachers we employed by the Hub lead school, Denbigh High School. For these ECTs we
have a reciprocal arrangement with Alban TSH in St.Albans under the same terms and conditions. R
We would expect all CLT schools to use either CTSH or Alban TSH as Appropriate Body for their ECTs, because
of the very good value for money.

NPQs

We are a delivery partner working with Best Practice Network to deliver the full suite of NPQs at both specialist
and leadership levels. These include:
· NPQ Leading Teaching
· NPQ Leading Teacher Development
· NPQ Leading Behaviour and Culture
· NPQ Senior Leadership
· NPQ Headship
· NPQ Executive Leadership

CPD

At CTSH we are offering a tailored approach to support the CPD needs of our wider region. Our CPD offering
is accredited by the DFE as being evidence & research informed. Our CPD is proven to be sustainable over
time with a track record for strong impact. We have a strong focus on EAL learners and supporting SEND. In

42 Together towards excellence ambition and inspiration

3:4Working with CLT WORKING WITH CLT 3:4

addition to the CPD lead by ourselves, we work closely with curriculum hubs to signpost the best offerings in subject
specialisms.

CPD and Succession Planning

Chiltern Training Group and Acorn Training Group release a half-termly programme of CPD. We will supplement
this with additional training throughout the year available online. Delivering and leading CPD provides outstanding
opportunities for career development, and we expect to recruit outstanding practitioners from CLT schools to support
this. We are also interested in increasing the number of venues we use and therefore would welcome working with
new entrants. Heads and senior staff take part in regular meetings

School-to-School Support

Our CEO is a well-established NLE. We have a number of core SLEs who work in the Trust on supporting schools,
and an even greater number of associate consultants available to support, and schools in need of support will use
CTG.

Specialist Leaders of Education (SLE)

CTSA was one of only 11 schools in the country to provide core training for SLEs, and we have recently been asked
to take on this role and that of quality assuring for the East of England Partnership. We can provide support with
recruiting SLEs and we expect all new SLEs to take part in our induction training, The Director of Teaching School
acts as the SLE coordinator for all SLEs.

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INDUCTION PLAN / CHECKLIST

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RECRUITMENT CHECKLIST

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CALENDAR OF MEETINGS 2020/2021

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CALENDAR OF MEETINGS 2020/2021

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CLT TEACHING STAFF DATES 2020/2021

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