Beaulieu Convent School Limited: provision of a loan [P.26/2019]

STATES OF JERSEY

BEAULIEU CONVENT SCHOOL LIMITED: PROVISION OF A LOAN

Lodged au Greffe on 11th March 2019 by the Minister for Treasury and Resources

STATES GREFFE

2019  P.26

PROPOSITION

THE STATES are asked to decide whether they are of opinion

1. to authorise the grant of a loan to Beaulieu Convent School Limited for the  purpose  of  investment  in  capital  projects  and  to  increase  the school's capacity and facilities;
2. to agree that the loan shall not exceed £7.3 million, shall bear interest at a fixed rate of 4.25% per annum, and shall be repayable over a period not exceeding 20 years on terms to be agreed with the Treasurer of the States.

MINISTER FOR TREASURY AND RESOURCES

REPORT

Executive Summary

The Directors of Beaulieu Convent School Limited ("the School" / "BCS") have identified the need to organise new physical resources to support the delivery of the School's Strategic Plan 2017–2022 (Appendix 1).The School has established a phased programme of works as the most effective way to deliver these essential new capital resources, both to ensure long-term sustainability, and to meet the needs of an ever- developing curriculum framework and the associated skill requirements. The initial phases of the programme are as follows –

1. Development  of  the  under-croft  of  the  Jubilee  Building –  to  create 3 classrooms.
2. Development  of  a  new  sports  centre  and  redevelopment  of  the  existing gymnasium and Café Beau to provide an enhanced café and a sixth form centre.
3. Upgrade to the façade of the middle school, in keeping with the primary school building.

BCS and the States of Jersey ("SoJ") have a longstanding financial relationship through the provision of loans by the Minister for Treasury and Resources in 2008 and 2014 for £500,000 each. These loans are due to be fully repaid in 2022. The School have now approached the Minister for Treasury and Resources to provide funding for this new project, as they consider a States loan will provide greater flexibility than commercial borrowing options which they have also explored.

Background

BCS is a private school offering diverse Catholic education for students between the ages of 3 and 19 on a single site on the outskirts of St. Helier . The School was established in 1951 by Sisters from the Order of the Immaculate Conception. In 1999, the  Order of the Immaculate Conception gifted Beaulieu  School, the site and its buildings, to the Island of Jersey on the understanding that it would remain a Catholic School.

Beaulieu Convent School was established by means of a Charitable Trust, and this Trust is governed by a Board of Trustees. The Trustees are appointed to the Board by the orders outlined in the Trust Deed on behalf of the Order of the Immaculate Conception (the  School's  Founding  Religious  Order)  and  the  Roman  Catholic  Diocese  of Portsmouth (the Local Catholic Diocese).

The Board of Trustees exercises their duties through 2 operational companies –

St. Meen Properties Limited – the property services company which owns the land, site and buildings in which the School operates.

Beaulieu Convent School Limited – the business unit that employs staff and manages  all  the  operational  aspects  of  the  School.  The  Directors  of  this company are the Headmaster, as CEO, and 2 non-executive Directors appointed from the Trustees of the overlying Trust who form the Executive Management Board of the School.

The 2 operational companies are owned by the Beaulieu Convent School Trust; they report to the Trustee Board in all matters of compliance; and they operate under delegated rules established by the Trust. The School also reports to the SoJ Department for Children, Young People, Education and Skills ("CYPES") under a Service Level Agreement established by BCS and CYPES, in all matters of child safety, educational performance and compliance, in accordance with maintaining its registration as a Private Education Provider in Jersey.

BCS and the SoJ have a longstanding financial relationship through the provision of loans by the Minister for Treasury and Resources in 2008 and 2014 for £500,000 each. These loans are due to be fully repaid in 2022. The loans were both granted to Saint Meen Properties Limited to assist with the working capital requirements of the School's operating company: Beaulieu Convent School Limited.

Alongside these loans, the School received capital expenditure funded by SoJ between 2003  and  2005,  totalling  £2,905,501  in  respect  of  all-weather  playing-fields, replacement windows, and the Jubilee Block. As a condition of the funding, the School became party to a Memorandum of Understanding ("MOU") with the Minister for Education. The MOU provides the security of a charge for the outstanding commitment over the school premises in the event that the School ceases or intends to cease to operate a registered school in excess of 50% of the premises, at which point the School will offer the Public of Jersey a right of pre-emption in any future sale.

Public Finances (Jersey) Law 2005

Public Finances (Transitional Provisions) (No. 2) (Jersey) Regulations 2005

Article 13 of the Public Finances (Transitional Provisions) (No. 2) (Jersey) Regulations 2005 details  the  maximum  amounts  delegated  to  the  Minister  for  Treasury  and Resources in relation to lending money in the name of and on behalf of the States. Any amounts lent outside of these delegations require the States' approval.

(1)  The Minister may, in any financial year, in the name of and on behalf of the States, lend up to £500,000 in respect of any one transaction where –

1. the  total  amount  lent  in  that  financial  year  by  virtue  of  this paragraph does not exceed £3 million;
2. the amount lent by virtue of this paragraph and still outstanding at any one time does not exceed £10 million; and
3. any amount lent by virtue of this paragraph is repayable within 20 years.

Furthermore, Article 23(2) of the Public Finances (Jersey) Law 2005 ensures that the total amount lent by the States must not at any time exceed an amount equal to 60% of the estimated income of the States derived from taxation during the previous financial year.

The States of Jersey Accounts for the year ending 31st December 2017 show total loans of £5.08 million and taxation revenue' of £603.58 million. This loan, therefore, falls within the legal parameters of the current Public Finances legislation, but requires the States' approval.

The Proposal

Whilst the School has a rich history and heritage, it recognises the need to ensure that it is  safeguarded  for  the  years  ahead  through  ongoing  capital  developments  and investment in the School's facilities. The School has identified the need to organise new physical resources to support the delivery of its Strategic Plan 2017–2022.The School has established a phased programme of works as the most effective way to deliver these essential new capital resources, both to ensure long-term sustainability and to meet the needs  of  an  ever-developing  curriculum  framework  and  the  associated  skill requirements. The initial phases of the programme are as follows –

1. Development  of  the  under-croft  of  the  Jubilee  Building –  to  create 3 classrooms.
2. Development  of  a  new  sports  centre  and  redevelopment  of  the  existing gymnasium and Café Beau to provide an enhanced café and a sixth form centre.
3. Upgrade to the façade of the middle school, in keeping with the primary school building.

These 3 phases of work will take place up to the summer of 2021, as the school needs to ensure  a  minimum  level of  disruption during  school  term-time.  Tendering  for contractors and enabling works took place during the second half of 2018, and the School is now seeking loan funding for the full project from the Minister for Treasury and Resources.

After completion of these 3 phases, the School will be updating its Strategic Plan to reflect their completion and its future requirements.

The School has been in high-level dialogue with SoJ about possible investment funding to expand capacity since mid-2016; however, a full Masterplan was not ready for presentation to SoJ  until November 2017. The school engaged  BDO as financial advisers in late January 2018 to model the School's cashflows and establish if they could afford the repayments on the funds borrowed. After discussion with their project management company, the School has requested a loan of £7 million at a fixed rate of interest for a period of 20 years.

In addition to the £7 million requested, the Treasury and Exchequer will amalgamate 2 existing smaller loans into the new advance. The total debt outstanding on these loans as at 31st December 2018 was £283,168.29 plus accrued interest.

Treasury Advisory Panel's review of the proposal

After undertaking a personal visit to the School, the Minister for Treasury and Resources asked the Treasury Advisory Panel ("TAP") to review the proposals and provide her with a recommendation on how best to proceed. A summary of their conclusion is as follows –

"The TAP concluded that they are happy to recommend that the Minister for Treasury & Resources proceeds with a loan of up to £7 million into Beaulieu Convent School Limited with a fixed rate of return.

To provide additional protection for the States the TAP would recommend that the Minister seeks additional covenants to be attached to the loan which should include, but are not limited to:

• The timely provision of annual audited accounts
• Evidence of expenditure prior to funds being released
• Annual verification of actual expenditure against the forecast cash flows
• Early notification by the school in the event that it is starting to experience financial hardship
• An update to the existing Memorandum of Understanding between the school and the States of Jersey to reflect this latest loan. This update should include the ability for the States of Jersey to take over the running  of  the  school  in  certain  circumstances  (e.g.  financial difficulties).

Finally,  the  TAP  recommends  that  the  Minister  gives  consideration  to amalgamating the existing loans to Saint Meen Properties Limited into this loan. This would be on top of the £7 million initial sum and would provide some relief to the school's cash flow situation."

The Treasurer of the States will agree with the School a format for regular reporting, which will cover the conditions of the loan and other relevant additional indicators, e.g. level  of  pupil  numbers,  delays  in  construction,  and  limits  on  other  capital expenditure.

Loan details

Purpose

The loan will be utilised to deliver a phased construction programme as follows –

1. Development  of  the  under-croft  of  the  Jubilee  Building –  to  create 3 classrooms.
2. Development  of  a  new  sports  centre  and  redevelopment  of  the  existing gymnasium and Café Beau to provide an enhanced café and a sixth form centre.
3. Upgrade to the façade of the middle school, in keeping with the primary school building.

The costs will be up to £7.0 million, and it is further proposed to re-finance Beaulieu's existing loans with the States of Jersey; the total outstanding as at 31st December 2018 was £283,168.29. Interest on the new loan will be charged at a fixed rate of 4.25% per annum  (accrued  daily  and  applied  quarterly)  for  the  full  term  of  the  loan,  with repayments due on a quarterly basis from completion of the full project. In the interim period, the School will make interest-only repayments to the States. The interest rate has been determined with reference to other loans recently and historically provided by the States, and reflects the term of the loan, the security available, and an assessment of the risk of default. A comparison to commercial lending rates has also been undertaken.

Amount

The total amount lent to the School will be up to £7.3 million based on the School's Masterplan,  the  approved  project  plans,  and  the  current  loans  which  are  to  be amalgamated. It is anticipated that this sum will be drawn down in stages during the construction phases of the project. A loan schedule is included within this report as Appendix 2.

Repayment

The loan will be repaid from the School's general revenues, which are predominantly from the fees paid by the parents of children attending the school. To support the development the School will increase fees above the usual inflationary increases, as required until 2030, to meet their repayment commitments. Specific fee rates cannot be predicted at the moment, as these are based on a number of factors annually, including the rate of inflation, wage inflation, grants received and student numbers; but annual increases are likely to be a minimum of RPI +2% per annum for the period of the loan. It is anticipated that until mid-2021, interest-only repayments will be made, after which a full capital and interest repayment schedule will trigger.

Term

The loan is intended to run for the maximum permissible legislative term of 20 years. The School will have the option to repay the loan together with accrued interest on the amount repaid prior to the end of the loan term without fee or penalty. This could be effected in a single lump sum or tranche payments during the loan term. Similarly, the States will be able to demand immediate repayment subject to a 6 month notice period.

Security

The loan will be provided on a secured basis through replication of the Bond currently held to secure the existing loans to the School. In addition, an enhancement of the current MOU with the Minister for Education will be made. The MOU provides the security of a charge for the outstanding commitment over the school premises in the event that the School ceases or intends to cease to operate a registered school in excess of 50% of the premises, at which point the School will offer the Public of Jersey a right of pre-emption in any future sale.

Other conditions

Prior to the release of funds, the School will be required to provide invoices to substantiate all loan drawdowns, and the Treasurer of the States will undertake regular meetings with the School and project co-ordinators to ensure that construction is being undertaken in line with the original plans and remains on schedule.

The Treasurer of the States will also agree with the School a format for regular reporting, which will cover the conditions of the loan and other relevant additional indicators, e.g. level  of  pupil  numbers,  delays  in  construction,  and  limits  on  other  capital expenditure.

Wider States of Jersey support for the School

BCS has approached the Minister in the first instance, rather than seeking finance from a third party, because BCS is seeking to maintain its long-term partnership with the States of Jersey to deliver common goals and a common social agenda.

There is already an existing co-dependent relationship in place based on the grant allocated to the School, and the States of Jersey is BCS's preferred partner due to the aligned vision of both parties to deliver an exceptional educational experience for the children of Jersey.

The Department for CYPES have also been consulted about the wider social and economic benefits of providing the loan. They have confirmed that –

• The Department has a good working relationship with the School.
• Each student attending BCS at secondary level receives 47% of the cost of being educated in a States' school and, therefore, a move from a States' school to BCS will save the States money. This is £2,385 per pupil per annum in Key Stage 3 which,  based on 80 pupils, equates to £190,800. Students  in Key Stage 4 (A' Level) have a higher funding ratio and therefore would save slightly more.
• Each student attending BCS at primary level receives 22% of the cost of being educated in a States' school, and therefore the 200 primary school places BCS currently  provides  deliver  additional  savings  to  the  States  of  Jersey  of approximately £700,000 per annum.
• It should be noted that moves from Jersey College for Girls ("JCG") to BCS are cost-neutral; and moves from fully private schools (St. Michael's) to BCS would cost the States more.
• BCS already works with JCG and Victoria College at sixth form level to share provision in courses of lower demand in a collaborative way. This model creates more efficient sixth form provision.
• Demographics are predicted to increase in secondary schools over the next few years, and we expect schools to be full by 2024, therefore an increase in capacity at BCS would assist this. The total Y7-Y11 cohort in 2017/18 is 5,007, and this is predicted to increase to 5,633 by 2025/6.
• If BCS were to close, the States would struggle to accommodate these pupils within the current provision, class sizes would have to increase considerably, and pupil education is likely to be compromised.

Risks

As well as the benefits outlined above, this proposal does carry some risks.

During the construction phase, there is a risk that costs rise significantly ahead of those budgeted, and delays may occur as a result of various factors. To mitigate these potential issues, monitoring of the construction phase will be undertaken by the Treasury and Exchequer  through  regular  consultation  with  both  the  School  and  the  Project Co-ordinator, and funds will not be released without the provision of appropriate invoices. In addition, an independent assurance review of the project is being undertaken for the Treasury and Exchequer.

The School maintains some surplus funds which could be used to address cost over-runs and  the  total  loan  amount  also  includes  an  element  of  contingency  to  allow  for unforeseen events such as higher construction inflation or delays. Additionally, the security over the School's assets provides additional comfort in the event of financial difficulty.

There is a risk that the School does not attract the anticipated additional students who will provide the required fees to assist with the loan repayments. The School has confirmed that currently the registration list for pupils is greater than the capacity which will be created from the development.

The  Department  for  CYPES  have  indicated  that  the  States  would  struggle  to accommodate these pupils within existing school capacity in the event that BCS were to have to close as a result of defaulting on the borrowing. However, the MOU allows the States a right of pre-emption in any future sale which would allow the School to continue to be run for education purposes.

Financial and manpower implications

Whilst, to date, the resources of the Treasury and Exchequer have been utilised in assessing this proposal, the provision of the loan requires no significant additional manpower to implement, the provision and monitoring of loans forms part of the day- to-day activity of the States Treasury and Exchequer. The loan agreement will be based on existing documentation, but may require minor amendments from the Law Officers' Department to reflect this specific project and loan terms. The loan will provide a fixed rate of return to the Consolidated Fund which is significantly in excess of the current investment return, and there is sufficient surplus cash available to make the loan over the timeframe proposed.

APPENDIX 1 TO P.26/2019

Strategic Plan 20172022

Where young minds thrive  

 The School aims to realise  Contents

the academic, personal and

physical potential of each pupil,  ForIntreworoduction d ......................................................................................................................................................45 to maintain high standards of  Overview of Beaulieu .........................................................6

academic teaching and pastoral  Who we arWhat we have achieved in the last five years e..........................................................................................180 care and to encourage pupils  The purpose of our strategic planning ............................12

to contribute to the wider  Our strategic priorities 1. Catholic Life........................................................................................................................1156 community.  2. Curriculum Standar3. Student Welfare and Family Support ds and Achievement ....................................................2018 Year 12 parent  4. Student Skill Development and Lifelong Learning ..........22

5. Staff Development and Innovation..................................24

6. Operational Management, Finance and Resources

and New Technologies ..................................................26

Foreword

Welcome to Beaulieu Convent School s 20172022 Strategic Plan.

We would like to acknowledge the collaborative way  

in which it has been drawn together by staff, parents  "We take this

and trustees alike. This experience has enriched us  opportunity to thank all, enriched the plan and, most importantly of all,  the School's staff and I hope it will enrich the lives of the children in our  parents for all their care.

hard work in putting It is hard to predict what will happen in the next ve  this plan together." years but with a strong plan in place, we can rmly

stay the course. We are a non-selective school that

produces some of the best, if not the best, academic

results in the Channel Islands. Many of our parents

not only strive to pay school fees so that their children

can bene t from the superb quality of teaching

available at Beaulieu, they also continue to support

the education of children in the States schools as

taxpayers.

We take this opportunity to thank the School s staff and parents for all their hard work in putting this plan together.

John Scally Chair of Trustees

Strategic Plan 2017 – 2022 5

Introduction

During my time at Beaulieu, I have become increasingly proud to lead this unique school.

Our staff members inspire me with their dedication  When reading this plan you will see that it provides and commitment to each and every child, and our  end goals and directions of travel but it does not seek, parents and students both delight and humble me  at this stage, to map out the exact route we have to with their unwavering enthusiasm and support. take. This allows us the space for our path to evolve as

we work together over the next ve years.

Central to our Catholic faith, we recognise and value

the importance of human dignity and the fact that  I hope you enjoy reading our dynamic plan that will every individual has inherent and immeasurable  lead us into the future, together.

worth. At Beaulieu, each child is at the heart of all  we do. Nurturing our children s dignity, curiosity and  enthusiasm is essential in helping them to grow into  con dent young adults. Alongside this we provide a  tailored, inclusive education that ensures each girl  has the chance to be the very best she can. Chris Beirne

Headmaster

On embarking on this latest Strategic Plan for 2017

2022 we wanted to take a different approach. Rather

than drafting a plan for my team to follow, I wanted

for us all, as the Beaulieu family, to work together to

decide on our priorities and direction for the future.

Staff members, parents and trustees have all been invited to participate in the conception of this plan. As a result, we have created a Strategic Plan for Beaulieu, crafted by Beaulieu. When considering its content we agreed that if a concept or idea wasn t going to bene t the children in our care, then there was no place for it in our plan.

Overview of Beaulieuw of Beaulieu

Beaulieu Convent School is a  Our record

Catholic education for girls between  Our heritageFImmaculatdoorthen tounded bs on 1he Sc5ty te Concephool has continued th Januarhe Sistertion, Beaulieu ry 1s fr95om t1 withe Orh 56 so thrder of tivstudents. Since t opened its e and ghe row and  enjowith oying a 1ver 40% of our s00% pass rtudents rate at botegularh GCSE and A Lely achieving A*s vel, leading private Catholic girls  Beaulieu prides itself on being an academically school, committed to offering a well  inclusiveach and ee scvhool, whicery child. Because of th values and encourhis, we acaghiees ve

rounded, enriching and diverse  Beaulieu now has over 800 students aged 319. consistently high examination results, generally

the ages of 3 to 19 on a single site. In 200Sisters, on t1, Beaulieu whe underas gifstanding tted to that it whe Island bould continue y the  or As.

to be run for the bene t of Catholic education in  We also generally achieve an outstanding value-added We are a friendly, supportive and  Jersey, and a charitable trust was established to  percentage, which describes the difference between

caring community, proud of our  further this aim. a student s predicted grade and their actual nal

grade achieved. Most schools are expected to achieve history, our achievements and, most  Our ethos a value-added score of 10% and this gure rises to

importantly, our students. Beaulieu caryoung women fes for tor, prhe moderepares and educatn world. We do tes girhis witls and  h  20% for Catholic schools. At Beaulieu, however, we

regularly achieve a 30% value-added score.

Catholic beliefs strongly rooted in our community s

We are committed to nurturing  heritage and tradition. We nurture talent, attitudes,

talents, aspirations and dreams and  passion and faith so that all our girls succeed.

our students leave us as con dent,  A Beaulieu girl is industrious, open hearted and

articulate and compassionate  courin self-discipline and tageous. We encourhe capacity tage her to deo livvelop se responsibltrength y

individuals with a hunger for  and generously, making effective contributions to her

learning and a passion for life. community.

" Beaulieu School is a very special  place for any girl to attend. The  love, care and support from the  teachers, the pastoral team and  the administrative staff exceeds  expectation. Thank you so much for  helping to develop (our daughter)  into the young lady she has become  today."  

Year 11 parent

Who we are

Trustees

Unique among the Island s private schools, the Trustees own the land and buildings that make up Beaulieu School. They hold these assets on behalf of the people of Jersey and are tasked with maintaining and delivering the terms and conditions of the Trust Deed. Importantly, the Board of twelve Trustees are all Jersey residents, apart from the representative

of the Order of The Immaculate Conception who, although resident in France, is herself a Jersey lady and a former pupil. Our Trustees are responsible for the strategic direction of Beaulieu. The Chair and one other Trustee are non-executive directors of the Beaulieu Convent School Limited Board and work with the Senior Leadership Team on the general running of the School.

Senior Leadership Team (SLT)

Our SLT (for Pre-School, Primary and Secondary) is made up of our Head Teacher, our Head of the Primary School and our Head of Pastoral Services, both of whom are also Deputy Heads of the whole School.

Senior Management Team (SMT)

Our SMT is made up of a number of Assistant Heads with responsibility for: Sixth Form Academic Studies, Technology and Curriculum/Standards

and Evaluation, Inclusion, Teaching and Learning/ Standards and Curriculum, and Personnel and

Staff Development, as well as the Head of Business Development and the Beaulieu Foundation, the Operations Manager, the Head of Administration and the Finance Manager.

Staff

Beaulieu has 112 permanent staff members working across the Pre-School, Primary and Secondary Schools. This gure includes teachers, teaching assistants, support staff and the site management team.

Councils

Beaulieu is passionate about having strong lines of communication with staff, parents and students. We have Staff, Parent and Student Consultative Councils that meet regularly to discuss issues, review ideas and make recommendations.

Our students

Beaulieu is the only 319 girls school in the Channel Islands and is made up of the following departments:

Pre-School  – our Pre-School launched in January  Primary – our Primary houses 220 students, from 2016 and can cater for up to 24 girls in a vibrant  Pre-School to Year 6, in a modern and inviting centre with dedicated outside space. Our Pre-School  building, complete with a gymnasium, library with provides all the benefits of the rest of the Beaulieu  mezzanine and dedicated outside spaces for our family and allows a seamless transition to Reception  Pre-School and our Key Stage 1 students.

and beyond.

The Primary playground provides an all-weather surface, adventure playground, a stage area, a forest school area and ample space to run around, as well as an animal zone complete with three Beaulieu bunnies.

Secondary – our Secondary Department houses  Sixth Form  – our Sixth Form is made up of just almost 600 students from 11 to 19, including our  under 150 students, across both Year 12 and

Sixth Form students. The School has undergone  Year 13, studying A Levels, BTEC courses or a

a number of enhancements recently, with the  combination of the two. Our Sixth Formers are introduction of a new Performing Arts Studio,  supported by their Head of Academic Studies and Learning Centre, Science Suite and outside  also their Pastoral Manager and are able to engage recreation area for our students to benefit from. in a comprehensive enrichment programme during

their time in Year 12 and Year 13.

Academic Leadership Moral and Spiritual Responsibility What we have achieved in the last ve years ICT is an integral part  Counselling facilities and chaplaincy

of lessons and teaching,  established.

with the introduction of  Launch of Staff, Parent and Student

Bring Your Own Device,  Consultative Councils.

Our Strategic Plan for 2012 2017  Google, Google Classroom

and Chromebooks. Safeguarding and Child Protection methods identi ed six key strategic areas to  enhanced.

focus on Academic Leadership,  Tstafraining courses and support f to develop others. for members of  ELSA team launched, supporting

Moral and Spiritual Responsibility,  Introduction of Staff Handbook online. emotional health.

Extra-curricular Opportunities,  Greater collaboration between Primary and

Global Citizenship, Facilities, and  Secondary Departments and students. Beliefs and Values Team launched. Financial Health and Stewardship.

Extra-Curricular Opportunities Facilities

During the period of the plan a

number of key aims have been  House teams and events re-launched  Outside learning environment for Key

including dance, drama and music. Stage 1.

achieved for each strategic strand  Pre-School launched.

and the following points provide a  Beaulieu is now a centrDuke of Edinburgh Gold, Silver e for the

summary of the highlights: and Bronze Awards.

After school, holiday and homework clubs  

launched. New Performing Arts Studio with dance

facilities and new technology.

Careers Festival launched.

New Primary all weather surface adventure Sixth Form buddy system  playground.

launched for Year 7s.

Enhanced Science facilities,

including a new laboratory,

preparation room and chemical lift.

Global Citizenship

Improved on site safety for students with Online awareness to educate and  a car free campus.

protect students.

Grassed recreation area in front of the Middle Student enrichment opportunities made  School developed.

available: PeaceJam, Youth Assembly, Cry

Jersey Business Challenge. Renovation of the Primary School. Partnership with Mustard Seed to support  New Music Studio developed.

Romania.

" A student's personal development  Financial Health and Stewardship Learning Centre established.

throughout the School is excellent.  Campus wide, fast speed wifi on the gigabit They are confident and happy to  New Trustee Board established. network.

show genuine concern for their  Development Appeal launched£500K raised so far. with almost

fellow students, peers and staff."

Greater collaboration with other Sixth

Year 12 parent Forms.

 As a parent, I believe that the

School has a measured and balanced approach to procuring academic excellence and offering comprehensive extra-curricular activities to ensure they help

to develop the whole individual in accordance with the School s strategic aims.

Year 12 parent

Our strategic priorities

1. Catholic Life
2. Curriculum Standards and Achievement
3. Student Welfare and Family Support

 The School has given me the  4. Student Skill Development and Lifelong

Learning

ability, through their support and

encouragement, to exceed my  5. Staff Development and Innovation potential academically. By being  6. Operational Management, Finance and Resources and New Technologies

an active member of a variety

of additional extra-curricular

activities I have developed

more as a person and now feel

con dent to be able to make

an informed decision as to my

further career aspirations.

Emma, Year 12 student

Key aims

1a) To help deepen our knowledge,  3. A focus on our faith history and living

experience, engagement and  traditions

understanding of the Catholic faith and our

Actions

ethos for all who study, work and come

¥ Share the story of our School s roots via a book given to all new students and staff members.

into contact with our School community.

Action

¥ Identify a contact to serve as a School link with

Review and prioritise Religious Education,

St Meen to maintain the traditions and history of ensuring it is at the heart of the School and its

the School s origins.

curriculum through its status on the timetable;

the allocation of curriculum time; the quality of

¥ Refurbishment of the School Chapel.

teaching staff and the resources allocated.

1b) Developing prayer and spirituality

• Positive outcomes

Action  ¥ Religious Education is at the heart of the School To develop further opportunities for worship  and its curriculum.

and spiritual development of staff, students

¥ Worship and prayer are central to School

and parents through retreat opportunities and

life and offer our students, staff and parents engaging, innovative and creative opportunities and experiences central to the Catholic tradition.

prayer, liturgy and re ection days.

1c) Catholic Life to be embedded throughout

the whole School, including curriculum

¥ Beaulieu excels at being a School based on

Action

Catholic tradition and practice.

Achieve through Departmental focus and

adjustments, House and School liturgies. ¥ Students awareness and understanding of

Catholic social action are raised and they are

2. Enhancing the School's contribution to  con dent in expressing and explaining the Catholic Social Action within the wider  theological principles, which underpin their community and the development of a  work for social justice.

deeper understanding of the principles

¥ Opening of the refurbished Chapel, offering an

that underpin the actions of the School for

enhanced place for worship and prayer.

social justice.

Actions

¥ Further develop student opportunities to increase their awareness and engagement in support of action for social justice. This includes fundraising and Activities Week opportunities.

¥ Work collaboratively with Caritas to enable students to access a Catholic education.

Key aims

1. To develop a rich and diverse curriculum  4. To develop a robust assessment and

to support and challenge each student  reporting system which will inform teachers, throughout their academic journey. students and parents of progress and

attainment.

Actions

¥ Complete curriculum audit to review subject  Actions

needs, time allocation and staf ng. ¥ Review report writing and tracking system and

their timings to improve impact of interventions

¥ Further increase links between Primary and

and personalise learning opportunities. Secondary, through cross-phase teaching and

collaboration. ¥ Review, design and disseminate new homework policy.

2. To improve the quality of teaching and  

learning across the School.   Positive outcomes

Actions  ¥ Exciting and dynamic teaching and learning

¥ Review and update the teaching and learning  across all departments.

policy.

¥ Teachers recognise individual student

¥ Creation and dissemination of pupil transition. requirements and share with other staff, in a positive, supportive manner.

¥ All teaching staff will engage in staff meetings,

training sessions, peer collaboration and self- ¥ Introduction of a system that best serves the evaluation to improve and strengthen the quality  needs of our students.

of teaching and learning.

¥ Greater access to suitable/desirable courses for

¥ To ensure a greater impact from the School s  students.

monitoring activities to check the quality of

teaching and learning.

3. To redesign the School day to meet the needs of every Beaulieu student.

Actions

¥ Consider introducing a new structure to the day, such as a six period day.

¥ Consider including Careers and PSHE as timetabled lessons.

¥ Review academic and pastoral staff structure to ensure holistic and appropriate support services for students.

Key aims Actions

¥ Launch programme for parents to empower them to

1. Undertake a whole School safeguarding

be able to help their daughters with their learning review.

and wellbeing.

2. Redesign the School day to enhance the  ¥ Introduce workshops and targeted talks as part of wellbeing of students. the School s pastoral evenings to help parents and raise their attendance.
3. Review the allocation of resources and

¥ Launch programme of mental health, continuing

job descriptions of current staff members

professional development (CPD) for staff. involved in counselling and support, to

develop and enhance our support services  ¥ Undertake a review of Cafe Beau to ensure it is for students. meeting healthy food standards.

4. Ensure Cafe Beau is meeting healthy food  

• Positive outcomes

standards.

¥ For students to start their school day in a

5. Use innovation and technology to provide  positive frame of mind, having been supported parents with the necessary resources to  with any needs before lessons begin.

enable them to support their daughters'

¥ To ll the gap prior to Tier 3 and 4 referrals and

learning and pastoral needs.

enhance the work already done by the School Team.

¥ To meet the speci c needs of parents, with increased attendance recorded at Parent Evenings.

¥ Parent satisfaction levels increased from

 good to outstanding , according to parent questionnaires with regard to wellbeing and learning support.

¥ Cafe Beau successfully meets healthy food standards.

Key aims

• Positive outcomes

1. To increase opportunities and breadth of  study offered within the curriculum.

¥ A quality enrichment programme that addresses all students needs and interests,

Actions with students fully knowledgeable of what is on

¥ Review of BTEC and other quali cations offered  offer and independently seeking opportunities to students. in and out of School.

¥ Introduce the Extended Project Quali cation  ¥ An embedded culture of re ection and an (EPQ) for Sixth Form. effective and user-friendly place for students to log and be proud of skills developed.

¥ Create further enrichment opportunities.

¥ Students will have access to the Jersey Careers

2. To ensure students have access to learning  Curriculum and will leave School with a

and qualifications outside of the School  broader skillset and additional quali cations curriculum. to succeed in employment and/or further

education.

Actions

¥ Refocus resources to deliver an enhanced and  ¥ Staff will have a better understanding of what enriching extra-curricular programme for the  we offer students and will be better placed to whole of Secondary. direct students to opportunities available.

¥ Review of Activities Week.

¥ Extend the Outdoor and Adventurous Activities opportunities.

3. To increase students' transferrable skills needed for employability, including higher- order communication, independence and resilience.

Action

Implement a whole School, consistent approach to developing higher-order skills and resilience.

4. To enable students to log, record and reflect on the skills developed via the activities undertaken through School opportunities.

Actions

¥ Complete a cross-curricular skills audit to provide information on the skills the students will log.

¥ Introduce a Record of Achievement, Careers Management Database and Skills Passport.

¥ Develop skills in metacognition.

Key aims

1. To create an annual programme of training  4. To create a professional portfolio for every sessions (Twilight Tuesdays) which includes  member of staff.

Action Research' groups using the Lesson

Action

Study' model.

Staff will have access, on Google Drive / Google Actions Classroom, to their own professional portfolio

¥ Inset day (summer term) training for all teaching  on CPD.

staff on the concept of Action Research using the  

 Lesson Study model, so the process can begin  

• Positive outcomes

September 2017.

¥ Staff involved in the Action Research groups

¥ Create a programme of CPD opportunities for

have opportunities to nd out from their peers all staff on the Twilight Tuesday dates for

and students about strengths in the classroom 20172018, to include groups of volunteers in the

and ways to improve.

 Action Research groups.

¥ Staff share good practice and there is open

¥ Review and evaluate the success of the Action

collaboration amongst staff.

Research groups and present ndings to staff.

¥ The use of Go-Pros in the classroom has

2. To create Professional Learning  become an integral part of sharing good Communities. practice and has created an openness about lesson evaluation which is honest, informative

Actions

and non-threatening.

Create new Professional Learning Communities

(PLCs) to run alongside the Action Research  ¥ PLCs present their ndings to all staff.

groups during 20172018 to focus on:

¥ The rst cohort of teacher coaches are

2) Wellbeing, with an aim of improving student  successfully trained by summer 2019. resilience.

¥ The rst cohort are ready to cascade training to

2. Developing a Growth Mindset. other staff members in 20192020.
3. Tracking. ¥ Creating teacher coaches supports the development of a strategy that encourages
4. Staff book/blog club to research pedagogical

dialogue amongst staff, which leads to a culture themes.

where outstanding teaching and learning is openly discussed and cascaded across the

3. To create a team of regularly trained and

whole School.

supported teacher coaches.

¥ The professional portfolio becomes a useful

Actions

tool for individual staff and for line managers

¥ Using the UK company Coaching in Schools , a

during the appraisal process.

team of teacher coaches will be trained during

the summer term 2018. ¥ Staff needs and aspirations are discussed

through the appraisal programme. The

¥ Training to be cascaded down to other staff over

coaching culture across the School enables staff the next ve years.

to nd solutions to their own CPD.

General Operational Management Finance and Resources

Ensure money is spent ef ciently and in line with best value, assisting support services departments in meeting their business objectives.

Key aims

1. Review the structure of the current School

day.

Key aims

2. Review the allocation of all departmental,  

1. Review and respond to the Secondary

teaching, pastoral and staff resource space.

School funding formulae, including SEND.

3. Introduce a new management information  

2. Review and develop fiscal operations and

system.

procedures.

4. Support staff review in line with JIT process.

3. Introduce an annual training and

compliance plan.

5. Teaching staff review in line with JIT

process.

4. Formulate and deliver a savings programme

for 2017 – 2022 to support the Strategic Plan.

6. Health and safety – to continue to provide a

safe site for all users.

5. Formulate and deliver a business

development plan attracting new income.

7. Redesign and deliver the Master Plan

(2017 – 2022) – development of the School  

6. Review and establish plans for the long-

campus to include high quality facilities and

term sustainability of the School.

resources (capital projects, premises and

Establish a long-term investment and growth external grounds management).

strategy with Treasury and the Education Department, including establishing a means to support the capital programme work necessary

• Positive outcomes

for the School to function beyond 2022. This

¥ Introduction of a school day structure that best  project will include a comprehensive business serves the needs of our students. viability review and a strategic growth plan for the School for its long-term sustainability, supported

¥ Review of resource space completed, with a

by an agreed and funded capital programme.

plan for the most appropriate use of space

introduced.

¥ New and effective management information  

system successfully launched. Positive outcomes

¥ Teaching, support staff and non-teaching staff  ¥ Continue to deliver an excellent and cost reviews successfully completed, in line with JIT  effective service to our students and parents, process, and new job descriptions and contracts  with appropriate savings made and effective negotiated, where necessary. procedures in place.

¥ Business development plan to attract new income, successfully delivered.

¥ Plan in place for the long term sustainability of the School, in conjunction with Treasury, supported by a funded capital programme.

Beaulieu Foundation

To build on the wider Beaulieu community, support the capital development of Beaulieu and invest in, and enhance, the School for the future.

Key aims

1. Cultivate and strengthen Foundation Trustee Board.

• Positive outcome

A complete, fully engaged, enthusiastic Foundation Trustee Board who are clear on their roles and priorities and give their time gladly in support.

2. Support Master Plan development.

• Positive outcome

Successful generation of an updated Master Plan that addresses the need for increased capacity and serves its purpose when attempting to generate nancial support.

3. Maximise the success of the Campus Development Appeal.

Actions

¥ Launch a legacy programme.

¥ Launch a corporate programme.

¥ Seek support from grant awarding bodies, charitable trusts and wealth managers.

¥ Consider second appeal, with a possible launch date of 2019.

• Positive outcomes

¥ Legacy programme successfully launched, with an active patron and six initial legators.

¥ Database of corporate supporters developed and corporate events scheduled in.

¥ Two corporate sponsors secured for Media Centre/Learning Centre/other key projects.

¥ Two corporates secured to provide bursary/ scholarship support.

¥ Pro le of Beaulieu as a developer of exceptional employees raised.

¥ Grant requests are a success and Beaulieu secures a place on Trusts charity lists.

4. Grow Beaulieu Foundation membership from 600 members in 2017 to 1,200 in 2022.

Actions

¥ Launch a strategy to engage past pupils, past parents and supporters through existing members.

¥ Develop a programme of events.

¥ Develop a social media strategy to engage with past pupils, past parents and supporters.

• Positive outcomes

¥ Foundation members grow from 600 to 1,200.

¥ Funds are raised through the events schedule.

¥ Social media success secures Foundation members off-Island, opening up possibilities for reunions and opportunities elsewhere.

¥ Financial support secured to enable Beaulieu to develop the campus to allow for increased capacity and long-term sustainability.

" The Beaulieu Foundation helps to keep me connected to the School and informed about its latest developments. The events organised are always fun and the Masquerade Ball was fantastic. I caught up with old school friends that I haven't seen for years!"

Vicki Charlesworth, Beaulieu past pupil

New technologies

Key aim

1. To deliver our IT strategy across a fast and reliable infrastructure that meets our pedagogical (teaching & learning) and administrative requirements.

Actions

¥ Fully roll out a 1:1 Bring Your Own Device (BYOD) policy that enables all students to have a personal chromebook/laptop or tablet in Secondary School.

¥ Engage in the process of becoming a serverless school.

¥ Develop Virtual/Augmented Reality use for enhanced learning & demonstrations for all subjects.

• Positive outcomes

¥ Every student has a fully functioning device that carries out the activities required for School.

¥ Personal technology is fully used in lessons and impacts learning in a positive way.

¥ All staff data successfully migrated into cloud storage.

¥ Signi cant freeing up of the network.

¥ Purchase of a cost effective virtual reality suite that is used regularly by most subjects.

¥ The School is at the forefront of technology and innovative learning.

Business development

Key aims

1. Ensure Beaulieu is positioned appropriately to market the School effectively and improve recruitment and retention of students and staff.

• Positive outcomes

¥ Beaulieu s waiting lists and retention rates increase.

¥ Beaulieu is the school of choice for 319 inclusive education in the Island.

¥ Beaulieu is the school of choice for prospective employers.

2. Formulate a business development plan to generate new income.

Actions

¥ Develop a comprehensive site hire programme to maximise opportunities to raise funds through our campus.

¥ Develop courses for parents or other students to attend.

• Positive outcome

Successful generation of additional revenue from hire opportunities.

3. Develop a stakeholder engagement strategy to enhance communication between the School and our stakeholders.

Actions

¥ Review the Staff and Parent Consultative Councils and determine areas for improvement.

¥ Improve communications with the Parent Teacher Association (PTA).

¥ Develop a bene ts package for parents, staff and Foundation members, offering discounts with local businesses.

• Positive outcomes

¥ 25% growth in PTA membership.

¥ Bene ts package successfully launched with ve businesses initially.

4. Launch the Beaulieu Institute of Technology, through the development of an innovation resource.

Actions

¥ Secure funding and sponsorship for capital works.

¥ Develop a specialist, top speci cation digital centre.

¥ Liaise with the Education Department, Digital Jersey & businesses for course construction.

¥ Develop a team, primarily from internal resources.

• Positive outcomes

¥ New technology specialist centre resourced and launched.

¥ Links with community and businesses strengthened.

¥ Increase in Sixth Form numbers.

¥ New quali cation pathways and a direct route to industry developed.

My years at Beaulieu have helped

shape me into the young person I have now become.

Melissa Bertram, former Head Girl

Beaulieu Convent School, Wellington Road, St Helier, Jersey JE2 4RJ www.beaulieu.jersey.sch.uk

APPENDIX 2 TO P.26/2019

Assumptions: The loan agreement will be signed and the amount drawn down will be shortly after that date

for calculation purposes, however in reality interest may be lower if the start date is later the final repayment date (End Date of the Loan) will not change.

Loan Start date 01-May-19 or as soon as practical there after Initial draw down date 01-May-19

First interest repayment 30-Jun-19

Interest rate 4.25% per annum

Loan End Date 31-Mar-39

Number of Quarters/Repayments during the loan 80

TOTAL repayments  10,810,684.02 made   up of Total interest:  3,510,684.02 plus  capital £   7,300,000.00