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Minutes of last meeting – agreed as published.

Matters arising.

2.1

Headteacher representatives were advised that no Headteacher TU representative had thus far attended the negotiations that the Council had commenced with joint negotiating committee (including teachers and non-teacher TU’s).

H/T reps

2.2

Diane Metcalfe volunteered to represent HR on the Communications sub group, Mary Winter to act as reserve.

FSM to notify SEN Steering Group

2.3

Steering group timeline, FSM will circulate to all members when finalised.

FSM

2.4

The expected implementation date is September 2006.

2.5

Meeting notes and agenda will be issued by e-mail, group members to notify admin teams to circulate, FSM to circulate to D-H/T at Branshaw for publication on the special schools website.

FSM

It is expected that most staff will move to the primary partnerships at Killinghall and Grove House. However there are options for the outreach service staff currently at Hanson. They could either transfer to Education Bradford on their existing terms and conditions of employment or stay with the Council and be seconded to Education Bradford until 2006 when the overall provision could be looked at. The Council currently prefers the secondment option. Education Bradford currently operate a peripatetic Visually Impaired Service; Temple Bank is funded by the Council.

Feedback from SEN Steering Group – 12 September.

FSM outlined three groups involving HR:

	The main SEN steering group
	This HR sub-group
	The body responsible for TU negotiations, ie the Officers’ Joint Committee.

FSM issued the Key Principles which had been outlined in negotiation with the TU’s, ie

	The best possible match to be achieved between staff working with children and childrens’ needs both teaching and non-teaching.
	A fair, open and transparent process to be agreed and implemented.
	Equality of treatment, ie the same arrangements for all staff (although of necessity there may be some variations between Temple Bank and the other special schools).
	The 3R’s agreements are the base point, bespoke arrangements may arise from current negotiations. All staff to be able to access career development/training opportunities to ensure they re-skill for the opportunities in the restructure, eg short-term secondments etc.
	No staff to become supernumerary as a result of the reorganisation (ie it is an aspiration that all staff who want a job in the reorganisation are successful).
	Should TUPE apply, the Council will adopt the need Code of Practice.
	Develop and maintain communication and consultation processes with TU representatives and with staff (if requested) at which the TU reps would be welcomed to attend.

The negotiating group were exploring the best way of appointing people to posts, however prior to that the Temporary Governing Bodies would need to be established and the H/T’s appointed. Thereafter, it was expected that a process would be followed whereby peoples’ skills, experience and expertise would be matched to the new posts. This has the advantage of providing as much certainty as possible and with the proposed timescale opportunity for skills to be extended as may be appropriate. This assimilation process will then apply for a specific period around the special schools reorganisation. As well as the above advantages there are perceived drawbacks, because whilst staff would express a preference for certain roles and/or schools, there can be no guarantee that everyone would achieve their ideal choice.

It should be noted that currently the Council’s 3R’s (Redeployment, Retraining and Redundancy) agreements vary for teachers and non-teachers as they are based on their different terms and conditions of employment. During the negotiations, management will be seeking synchronisation, where possible, between the arrangements.

Reports/issues from schools – see 6 below.

Issues for SEN Steering Group 26 September.

6.1

Where do the Autism service, Thorn Park and the Wedgewood Community Nursery fit into this reorganisation, if at all?

6.2

Key principles document issued to OJC and HR sub-group.

6.3

Some staff concerned that there would potentially be surplus numbers of H/T’s, administrators and caretakers.

6.4

Negotiations with Joint OJC ongoing to determine proposed method of recruiting staff to new schools and structures.