Value for Money Statement Academy Trust name:

The Gilberd Academy

Academy Trust company number: 07933810 Year ended 31 August 2014 I accept that as Accounting Officer of The Gilberd Academy I am responsible and accountable for ensuring that the Academy Trust delivers good value in the use of public resources. I am aware of the Guide to Academy Value for Money Statements published by the Education Funding Agency and understand that value for money refers to the educational and wider societal outcomes achieved in return for the taxpayer resources received. I set out below how I have ensured that the Academy Trust’s use of its resources has provided good value for money during the academic year. 1. Improving Educational Results The Academy Trust has had a well-planned strategy to invest its resources in the best way possible to ensure that educational standards continue to improve and to ensure each individual pupil has the opportunity to reach their full potential. As a member of the North East Essex Education Partnership (NEEEP) it ensures invaluable sharing of good practice in; leadership and management, curriculum based teaching and learning, as well as financial and commercial support processes. NEEEP partner Academies received support and expertise from an Ofsted trained consultant, additionally a teaching and learning practitioner has been employed to provide targeted support and to ensure a continuous drive to improve standards throughout the Partnership. The Academy also invested in guidance and advice from both a Academy Improvement Partner and Edison to maximise the support the Academy could give pupils to achieve their full potential. As a result initiatives were put in place to improve teaching and learning, incorporate lead teachers into the staffing structure of the Academy and enhance existing systems where necessary. The results are evident not only in results achieved in KS4 (see below) but also through the impact of initiatives run through Pupil Premium funding to narrow the gap between Ever 6 Free School Meal students and the rest of the Academy population. Pupil Premium funding was used for a range of 1-1 tuition, intervention weekends, examination analysis and coaching/mentoring and for staff to support students. A range of interventions were introduced last year to support those students in Key Stage 3 whose reading ages fall short of chronological age. They have included paired reading programme and phonics programmes for

weaker readers. All interventions deployed last year have been extended this year due to the significant yield and encouraging impact. Students eligible for Pupil Premium have closed the gap with their peers in terms of the gold standards of 5A*-C grade with English and Mathematics from 28% in 2011 to 15% in 2014. This now shows a sustained 4 year trend of narrowing the gap. In terms of progress, Pupil Premium eligible students have again closed the gap with their peers in English and Mathematics. Attendance for this group is also outstanding and well above both national and county averages reflecting the intensive intervention work and innovative curriculum offered at the Academy. The robust Pupil Premium Plan for 2014/15 is being focused now to ensure that eligible students make more than expected progress in line with peers GCSE results 2012-14 Performance indicator

2014

2013

2012

% students gaining 5 A*-C GCSEs or equivalent including Maths and English

64%

69%

52%

% of students achieving the English Baccalaureate

14%

16%

9%

% of students making the expected progress in English

78%

78%

53%

% of students making the expected progress in Maths

71%

82%

81%

The Academy results are well above the national average for these key indicators and the number of students making the expected progress is also greater than the national figure. 

The Academy continues its drive to achieve its ambition of 100% of students achieving their potential; to this end it has agreed priorities based on 100% of lessons being Good or Outstanding; 100% of students being fully engaged in their learning and 100% of barriers

2





to learning being removed. The academic year 2013/2014 saw a great deal achieved in terms of addressing these ambitious priorities. The quality of teaching and learning has improved significantly. In 2012-13 61% of teachers were judged good or better. In 201314 this was 81%, with the number of outstanding lessons increasing from 16% in 2012-13 to 30% in 2013-14. Our outstanding curriculum enabled all students to engage in 2013-14, as evidenced by our very low exclusion rate (2.1%) and NEET (Not in Employment, Education or Training) figures (less than 1.5%). Targeted interventions have been used to support learners to reach their targets including extensive 1-1 tuition, which has on average added a third of a GCSE grade to all recipients.

Our pastoral team, together with the EWO (Education Welfare Officer) service we purchase has been extremely successful in achieving very low student absence. The service was negotiated at the beginning of the contract term and was renewed on the basis of excellent results. 

Our attendance figure for the year was 95.7%, which is rated as outstanding. Our attendance of students eligible for pupil premium was 93% in the year compared to a national average of 91.6%, reflecting targeted interventions. The Academy’s persistent absence rate of 3.6% is 2.7% lower than the Essex state-funded secondary school average of 6.3% and 2.9% lower than the England state-funded secondary school average of 6.5%.

We purchase the services of an Educational Psychologist through our Local Delivery Group, which demonstrates our collaboration in achieving best value for money with other schools. We have been very successful in continuing to cut the cost of CPD (Continued Professional Development), by collaborating with other NEEEP academies. For example instead of paying £150 per day plus travel expenses for a H & S (Health & Safety) Asbestos Awareness Course or Ladder Training Course all Academies have got together and held the training session in-house for 8-10 people. This has brought the price down per Academy to £50 and reduced travel expenses. This method of purchasing training has been used extensively in this financial year not only with NEEEP academies, but with other local schools/academies. Where feasible, training purchased is then cascaded down to other staff members. In terms of quantifying the Academy’s financial performance through tight budget control we have managed to turn a budgeted in-year deficit of £109k (worst case scenario) into an in-year surplus just in excess of £700k. This will be used to pay for an equivalent uplift in capital project costs for our major joint funded project to accommodate an increase in student roll from 1,350 to 1,500 in September 2015. Since bidding for capital funding from the EFA (Education Funding Agency) and the LA (Local Authority) the climate in the construction industry has improved significantly. This had a significant adverse impact on the costings included in the tenders received for the project. Despite continued value engineering throughout the project, with the inyear surplus we are able to deliver good quality buildings to future proof the Academy.

3

2. Financial Governance and Oversight The Premises, Finance & Audit Committee is responsible for ensuring the Academy has a strong internal audit function. A Trustee is designated as Responsible Officer and the Academy commissions an external supplier to carry out reviews of the internal controls, financial policies and to ensure compliance with legislation and regulations on an annual basis. These reports are reviewed by Trustees and action plans are prepared and monitored to ensure that the internal control framework remains robust. The Trustees approve the budget on an annual basis and receive regular financial monitoring reports prepared on an accruals basis. The Trustees regularly receive medium term financial plans to ensure the sustainability of the Academy’s operations. The Trustees also receive and approve the Annual Report and Accounts and the External Auditors Management Letter. All points raised in the management letter are discussed and an action plan to address recommendations is prepared. Trustees ensure returns to EFA and other agencies are made to deadline, for example the budget forecast. The Headteacher is a Trustee and in her capacity as Accounting Officer is fully aware of all financial implications of every action taken within the Academy. She attends all Trustee committee meetings and full board of Trustees meetings, so has a whole Academy perspective when taking decisions and ensuring financial decisions are made at the correct level in line with the Academy’s financial regulations. All stakeholders are fully aware of the need for achieving best value and best quality at value prices. The Headteacher has ensured that no contract is signed without the Finance Director going through it line by line to safeguard the Academy against unreasonable terms. All tenders are fully discussed at the Premises, Finance & Audit Committee to ensure best value and quality is achieved. Any tenders requiring the full Board of Trustees’ approval are subsequently presented to the full Board of Trustees with a recommendation from the Premises, Finance & Audit Committee. No decision is ever made lightly and the opportunity to challenge proposals is given at all stages until final decisions are made.

3. Better Purchasing The Academy regularly checks with other academies in relation to supplier experience to challenge whether suppliers are providing a value for money service. The Academy has a procurement framework in place which ensures that formal tender 4

processes and three supplier quotes have to be obtained at set limits The quality of service, contract prices and terms and conditions of the Academy’s suppliers is regularly reviewed and compared with the open market. The Academy has carried out the following activity to secure more efficient and effective use of resources in the given year: Through establishing a Commercial Group, the NEEEP Academies have benefited from joint procurement on accountants, insurance and financial software to name but a few areas. The work of the Commercial Group continues to achieve cost savings/quality services as a group. In the current year the Group have achieved £246k collectively through year-on-year savings and collaborative purchases for major items such as IT equipment, grounds maintenance contracts, etc. At NEEEP Commercial Group meetings we identify any future major purchases to establish whether any/all of the other Academies are also looking to make similar purchases. We then plan joint procurement. If any of the Academies may not be ready to purchase but possibly in the future we include them in the negotiations to achieve better discounts. We also look at smaller contracts/services. This gives us an excellent platform to benchmark pricing and service. This year we have tendered for grounds maintenance with one of the other NEEEP Academies. We reviewed the quality of service from all companies the NEEEP Academies used; then picked three companies to tender. Once we had agreed a 5% discount, we then subsequently reviewed our specification and achieved a further saving. This enabled additional works to be included in the contract to maintain our grounds at a better quality. This company was not the cheapest but gave the Academies confidence of a better service. This has materialised. We purchased an IT storage solution with one other NEEEP Academy thereby saving several thousands of pounds through joint procurement. This year the Academy tendered for the purchase of photocopiers and printers. The Academy made the decision to outright purchase as opposed to leasing to save money. Other Academies within the NEEEP Group were at varying stages of purchase and ultimately we did not use the same company. However, we did compare the methodology/criteria for changing our equipment with the other Academies. Due to the changing use of photocopying/printing over recent years it was important to purchase equipment that fitted the needs of the Academy. We chose the company that offered the best value over a fiveyear period with limited tie-ins for maintenance, thereby ensuring the company needed to provide a continuous good service throughout the period. Each major purchase that any NEEEP Academy makes gives the opportunity to share best

5

practice with other Academies for future procurement opportunities. Our most significant tender related to the construction of our major joint funded expansion project. Phase 1 for grounds works had been completed in the previous financial year. Phase 2 went out to tender to six construction companies. The tenders were compared for accuracy to the specification. The four cheapest tenders were interviewed by Ingleton Wood, project managers, and the Finance Director. Further analysis was completed. All were well reputed companies. As the tenders had come in so much higher than anticipated through the pick-up of the construction industry since the funding was approved, an opportunity was given to all four companies to value engineer their tenders. The company that was chosen for the construction was the company that went further than the others to establish value engineering opportunities. They were not the cheapest, but their pro-activeness and reputation gave the Trustees the confidence that they would do the best job. This year we also upgraded our CCTV. We received three quotes, but chose the company that was the cheapest, worked locally and were the most professional in our dealings with them. Once the decision was made we negotiated a further reduction in price as well as cutting the costs further by using a wiring company known to be the most competitive to complete part of the works to enable the whole job to be completed in the summer holidays. This ensured safeguarding of our students for the start of the autumn term. Throughout the year any items of equipment that fail, we look at their age and reliability prior to making the decision to repair or replace. When budgeting we look at the age of Academy equipment and plant to ensure we allow sufficient funding to replace old equipment as it fails. This is useful in achieving bulk purchases if it is found we have whole areas of equipment that has lasted longer than anticipated.

4. Better Income Generation The Academy regularly seeks to secure additional funding through grant applications and through the hire of the Academy’s facilities. A £125k capital grant bid for the re-roofing of our main dining hall has been successful this year. The Academy does not just look at better value in terms of purchasing but also in terms of income generation. Because the Academy has a joint use agreement the Academy has limited ability to generate further income through lettings. None-the-less it does hire out various facilities and has very positive feedback in terms of service given. This should yield future opportunities in the future. The Academy also invests surplus funds in high yielding fixed term deposits to maximise 6

bank interest while it can.

5. Reviewing controls and managing risks The Academy’s budget holders receive a monthly report enabling them to monitor and control expenditure for the areas for which they are responsible. Any under or overspends compared to budget are investigated and action taken as necessary. The Academy has a risk register which is regularly reviewed by the Trustees so that mitigating action can be taken if required. Cash flow is monitored and surplus balances are deposited in higher interest fixed term deposits to maximise return on investment. When purchasing insurance due care was given to the site lay-out and potential higher risks of a fire affecting the whole Academy quicker due to the close proximity of the buildings compared to some other Academies. Therefore sufficient insurance cover was purchased to ensure business continuity. This cover was substantially higher than other NEEEP academies, but demonstrates that due consideration was made of all the risks requiring insurance cover.

6. Lessons learned The Academy is committed to delivering good value in the use of public resources and will continue to review its operations. As has been demonstrated in other categories of this best value statement, the Academy has worked hard at achieving best value and has been very successful. We therefore aim to continue with all our strategies in the future.

Signed: …………………………....................................... Name: ………Linda E. Exley……………………………… Academy Trust Accounting Officer Date: …………3rd December 2014….………………..….

7