School etc

Brislington Enterprise College

Brislington Enterprise College
Hungerford Road

phone: 0117 3772055

principal: Mr John Matthews Ba/Ma


school holidays: via Bristol council

1196 pupils aged 11—18y mixed gender
1303 pupils capacity: 92% full

640 boys 54%


555 girls 46%


Last updated: June 19, 2014

Secondary — Foundation School

Education phase
Establishment type
Foundation School
Establishment #
OSGB coordinates
Easting: 362563, Northing: 169780
GPS coordinates
Latitude: 51.426, Longitude: -2.5398
Accepting pupils
11—18 years old
Special pupils
Census date
Jan. 16, 2014
Ofsted last inspection
May 20, 2014
Region › Const. › Ward
South West › Bristol East › Brislington West
Urban > 10k - less sparse
Admissions policy
Main specialism
Business and Enterprise (Operational)
SEN priorities
ASD - Autistic Spectrum Disorder
Special classes
Has Special Classes
Investor in People
Committed IiP Status
Sixth form
Has a sixth form
Free school meals %
Trust school
Is supported by a Trust
South East Bristol Educational Trust
Learning provider ref #

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  19. 1.2 mile Stockwood Green Primary School BS148SJ
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  21. 1.2 mile Hengrove Community Arts College BS149BU
  22. 1.2 mile St Bernadette Catholic Secondary School BS149LS (725 pupils)
  23. 1.2 mile Lansdown Park Secondary Specialist Provision BS148SJ (26 pupils)
  24. 1.2 mile Oasis Academy John Williams BS149BU (724 pupils)

List of schools in Bristol

5 December 2014
Rebecca Clark
Executive Principal
Brislington Enterprise College
Hungerford Road
Dear Ms Clark

Requires improvement: monitoring inspection visit to Brislington
Enterprise College

Following my visit to your school on 4 December 2014, I write on behalf of Her

Majesty’s Chief Inspector of Education, Children’s Services and Skills to report the

inspection findings. Thank you for the help you gave me and for the time you made
available to discuss the actions you are taking to improve the college since the most
recent section 5 inspection.
The visit was the first monitoring inspection since the college was judged to require
improvement following the section 5 inspection in May 2014. It was carried out
under section 8 of the Education Act 2005.
Senior leaders and governors are taking effective action to tackle the areas requiring
improvement identified at the recent section 5 inspection. The college should take
further action to:

maintain a strong focus on rapidly improving the quality of teaching,

particularly through the contribution of middle leaders who lead subject


During the inspection, I met with you and with other senior leaders to discuss the
action taken since the last inspection. I met with a representative from the local
authority and also with three governors, including the Chair of the Governing Body. I
also held meetings with a group of middle leaders and with eight students from
Years 7, 9 and 11. Together with one of the vice-principals, I visited a small number
of lessons in mathematics, English and science where we looked at examples of

Kings Orchard
One Queen Street
T 0300 123 1231
Text Phone: 0161 6188524
reveal email: enqu…
Direct T 0117 311 5359
Email: reveal email: chri…

students’ work. In conjunction with senior staff, we scrutinised a range of

documentation, including records of the checks on teaching and information about
attendance and exclusions.


Since 1 September 2014, you have led the college as Executive Principal, in addition
to your role as Regional Director for the incoming sponsor, Oasis Community
Learning. This follows the retirement of the previous headteacher at the end of the
last academic year. In advance of the expected conversion to sponsored academy

status on 1 February 2015, and to stabilise the college’s financial position, a

programme of significant staff restructuring is currently underway. The total number
of governors is around half that at the time of the last inspection.

Main findings

Since your arrival, you have tackled the issues facing the college with great
determination and skill, and put in place firm foundations for further improvement.

Your analysis of the college’s key weaknesses is accurate and insightful and the

actions taken, as laid out clearly in your improvement planning, have set the college
on the right path prior to the expected conversion early next year. The pace and
scale of improvement is impressive – particularly when set in the context of a
significant staff restructuring programme. Despite the uncertainty arising from this
process, it is clear that staff are committed to your vision and share your core
principles for improving outcomes for students at Brislington. Nevertheless, as you
rightly recognise, there is much still to be done to raise attainment and reduce the
wide differences in achievement between disadvantaged students and their peers.
You have greatly simplified the complex and costly structures that existed at the
time of the last inspection and there is clear evidence of your focus on the
importance of subject teams. Although, at this stage, you have needed to drive and
shape much of this process personally, there is also good evidence of greater
capacity for improvement across the college. For example, leaders of subject teams
are now contributing more effectively to improving the quality of teaching, although
you rightly recognise there is much to be done to meet your aim of ‘every lesson a

good or better lesson’. The governing body has also made an important contribution,

including through its diligent approach to securing a sponsor and fresh start for the
school. Although the governing body has diminished somewhat in size, you are
hopeful that some existing governors will express an interest in joining the governing
body of the new academy in February next year.
Ofsted may carry out further visits and, where necessary, provide further support
and challenge to the school until its next section 5 inspection.

External support

The local authority has provided important financial support as well as working to
improve the leadership of the college following the last inspection. This has included
strengthening governance and securing the commitment of the incoming sponsor.
Since September, leaders and teachers at the college have also benefitted from
working with staff from other academies across the Oasis Community Learning
chain, principally with Oasis Academy John Williams. This support has helped

strengthen leadership at all levels, as well as improving the college’s structures and

management processes.
I am copying this letter to the Chair of the Governing Body, the Director of Children’s
Services for City of Bristol and the Education Funding Agency.
Yours sincerely
Lee Northern

Her Majesty’s Inspector

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