Value for Money Statement The Gilberd School Academy Trust Company Number: 7933810 Year ended 31st August 2013

I accept that as accounting officer of The Gilberd School 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 schools 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 School Improvement Partner and Edison to maximise the support the school 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 school 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 school 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 have also been introduced this 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 this year have yielded a significant 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 25% in 2012 to 16% in 2013. This now shows a sustained 3 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. CAPS gaps have also shrunk as performance rises in all subjects. 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 school. The robust Pupil Premium Plan for 2013/14 is being focused now to ensure that eligible students make more than expected progress in line with peers GCSE results 2011-13 2013 2012

2011

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

69%

52%

66%

% of students achieving the English Baccalaureate

16%

9%

13%

% of students making the expected progress in English

78%

53%

81%

% of students making the expected progress in Maths

82%

81%

78%

Performance indicator

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 to leaning being removed. The academic year 2012/2013 saw a great deal achieved in terms of addressing these ambitious priorities. Our pastoral team, together with the EWO 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 95.4%, which is rated as outstanding. Our attendance of students eligible for pupil premium was 93.4% in the year compared to a national average

of 90.9%, reflecting targeted interventions. The academy’s persistent absence rate of 3.5% is well below national (7.1%) and county average (6.8%) figures. 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 cutting the cost of CPD, by collaborating with other NEEEP academies. For example instead of paying £350.00 per day plus travel expenses of approximately £50 per person to attend training on our financial package, several academies sent staff members to a shared day costing £850 plus £150 expenses. Splitting such a cost was not only best value but it allowed the training to be more customer-driven in terms of requirements. This method of purchasing training has been used extensively in this financial year not only with NEEEP academies, but with other local schools/academies.

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 school. She attends all trustee committee meetings and full trustees meetings, so has a whole school 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.

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 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 schools have benefited from joint procurement on accountants, insurance and financial software to name but a few areas; in the first 18 months saving the Partnership schools around £260,000 collectively. The work of the commercial group continues to achieve cost savings/quality services as a group. Another instance in the last year was when the local authority started to charge out for services hitherto paid for by the local authority. The administration of Free School Meals was suddenly going to be charged at £35 per application. Our Finance Director fought the case of all the NEEEP schools to reduce this price to £10 per application on a business rationale basis. Other School Business managers within NEEEP also backed up our stance. Together we achieved this more feasible charge. This year we went out to tender on architect/project management fees for a large capital project. We compared price, architectural design and experience. We took into account that our existing architects would be able to make cost savings through extensive knowledge of the site. Ultimately our trustees elected to stay with our existing architects due to experience, better design and achieved a 1.5% decrease in their fees through this exercise. Due to the size of the project, this achieved substantial savings for the academy. Throughout the year we have had various items of electrical equipment fail, e.g. cookers, dishwashers, both within the food technology faculty and main kitchen facilities. On each occasion we have requested an estimate to repair and taken into account the age of the machine, advice from the engineer as to whether to go ahead and repair or purchase a new machine. When budgeting we look at the age of school 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 regular seeks to secure additional funding through grant applications and through the hire of the academy’s facilities. Successful applications in the given year include £1.7 million capital grant for a new sports hall and external works. This application was

assisted through the Finance Director requesting the local authority to contact the EFA to add weight to our application. The local authority is providing £2.2 million for various building works to accommodate 150 additional students through basic need. Their input was helpful in achieving a successful bid. The academy is also project managing the basic need build within a joint project of the Sports Hall and revenue contribution from the academy to ensure the space/environment are of a standard to future proof the academy for the students, new and existing. By going this route as opposed to the local authority project managing their portion of the build, the academy retained its stance as the end client and will be able to maximise the use of the funding through lower project management fees. The academy has a joint use agreement with Colchester Borough Council. The academy has worked hard to contest proposed changes by the local authority to amend the criteria to receive additional funding to offset 75% of the cost of having a joint use site. The Finance Director attended a consultation meeting and spoke up for not only the academy but for the other schools/academies affected by this proposal. The academy followed up by completing the response document. The academy also urged other NEEEP academies to do the same, who would be affected by this change. The academy does not just look at better value in terms of purchasing but also in terms of income generation. Because of the 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. The academy has a period of major building over the next two years, which will affect many areas of the site. However, upon completion and wherever possible in the meantime it plans to increase its lettings income.

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 a higher interest account 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 school quicker due to the close proximity of the buildings compared to some other schools. 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. Key areas for development in 2013-14 are Go out to tender on our grounds maintenance service with another academy within the NEEEP partnership. Go out to tender on the purchase of new reprographic/printers. Other NEEEP academies are not purchasing within the same timeframe, but due regard has already been given to trying to achieve better purchasing through bulk purchase. Apply for more capital bids using established methodologies. Continue to challenge suppliers to match special offer prices offered by other suppliers for limited periods, but for known brand good quality resources. This has proven to be effective in particular for the purchase of paper and printer cartridges. Look at further income generation opportunities. Now that NEEEP schools have been academies for 18 months, we will begin to benchmark. We set up replica financial coding to ensure that this would work well. As other academies join the partnership, the benchmarking will grow in effectiveness. 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:

5th December 2013