E-ACT Business Plan Dec-Feb

2013-16 BUSINESS PLAN PROGRESS REPORT DECEMBER 2013 - FEBRUARY 2014

E-ACT exists to break the cycle between poverty and under-achievement.

We will do this by achieving: Educational excellence Operational excellence

Education outcomes Ref. #

Outcome

Year 1 target

Ed1

70% of E-ACT academies match national average or better for KS2 progress

40%

Ed2

70% of E-ACT academies match national average or better for KS4 progress

40%

Ed3

70% to good or better schools and no schools in category

30%

Ed4

Improve participation levels in young people that go into employment, education or training at 16 in line with national targets

Progress to date

n/a

TBC

Year 1 target

Progress to date

Operational outcomes Ref. #

Outcome

Op1

90% of all stakeholders are engaged with E-ACT

70%

Measured annually

Op2

95% of E-ACT’s Service Level Agreements are met

85%

Measured annually

Op3

100% of statutory financial returns from the E-ACT group are made on time

100%

Op4

Reduce non-core spending by a minimum of 25% over the next three years

Op5

100% of all academies evidence strong governance in their next Ofsted inspection report

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

7% 50%

EDUCATIONAL EXCELLENCE 1

Raise our Sights Ensure all E-ACT academies achieve good or outstanding at their Ofsted inspections A. B. C. D.

Strengthen Performance Appraisal of Principals and Chairs of Governors Introduce a policy of “improvement notices” Introduce a stronger focus on KS5 results Develop an education data strategy

A. Strengthen Performance Appraisal of Principals and Chairs of Governors A revised Performance Management process for Principals was approved by the Board on 12 July 2013, and all Principals’ appraisals have now been completed. The revised appraisal process is now led by an Education Adviser (not the academy link adviser), though the CEO retains line management responsibility and the Education Adviser’s findings are reported back to the CEO for decisions on the Principal’s salary progression to be made. The process has three key stages: an initial meeting to establish development goals and target-setting; a mid-year review of progress; and an end of year performance review assessment. The development of targets will take account of the key differences between the primary and secondary contexts, which has not been the case previously, and performance is assessed based on a standardised 4 point scale.

Each Education Adviser will undertake formal training prior to carrying out the review and Chairs of Governors have a formal and central role in the process. The outcome of the appraisal process will be reported to the Remuneration Committee at their next meeting.

The process for appraising Chairs of Governors was approved by the Board on 12 July. The revised process includes a three staged approach of: 360 degree Chair appraisal; an LGB effectiveness review; and a 121 appraisal session which is informed by the 360 degree and effectiveness review, and tailors a development programme for the year ahead. The Chair of Governor appraisals are scheduled to take place in June 2014.

B. Introduce a Policy of ‘Improvement Notices’ At the December Board meeting Trustees received a report from the Education Team on the process of issuing internal ‘improvement and intervention notices’ when it has serious concerns with the performance of pupils, leadership and governance, or health and safety (including safeguarding) at an academy or free school, not covered by a section 5 inspection category or a Pre-Warning Notice (PWN) from the DfE. This policy sits centrally in E-ACT’s new Education Improvement Strategy for 2013/14 and the Board approved the criteria set out in relation to the framework of issuing, monitoring, appealing and lifting the notice.

C. Introduce a stronger focus on KS5 results We currently have post-16 provision in fourteen of our academies but we have not previously established a comprehensive view of post-16 performance and plans for improvement.

We have appointed Kevin Watson, Principal of Leyton Sixth Form College, to undertake a review of our post-16 provision. Prior to his current role Kevin held positions as Principal of Richmond upon Thames College and Principal of Winstanley College, Wigan. He has a wealth of experience running successful post-16 institutions and his leadership has consistently been judged outstanding by Ofsted. Kevin will provide us with an independent view of E-ACT’s strengths and weaknesses in post-16, financially sustainable and non-sustainable provision and strategies for improvement

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

EDUCATIONAL EXCELLENCE 1

Raise our Sights (continued) D. Develop an Education Data Strategy The new Education Data Strategy was officially launched in early November at a conference for data and assessment leads across the chain. The strategy aims to set out key expectations for academies in terms of assessment and data systems, and to standardise certain best practice requirements across the chain. It includes a kitemark that is awarded to academies at two different levels, once compliance with the E-ACT Data Standard is assessed and achieved. A full briefing is provided for the Board in the Academy Performance section of the Board agenda.

2

Introduce a school improvement cycle into every E-ACT academy A. B. C. D. E. F. G.

Introduce external reviews for all academies Systematise how Education Advisers work and how academies are supported Tailored ongoing interventions in every academy Implement Raising Attainment Boards in academies at risk of falling below ‘good’ Develop a ‘Getting to Good’ strategy Strengthen the commissioned list and brokerage Strengthen improvement planning through a stronger focus on the quality of SEFs and Improvement Plans

A. Introduce an external review for all academies E-ACT commissioned, and subsequently launched, external reviews of its academies this September as a core part of the new Education Improvement Strategy. The External Reviews are used predominately to identify strengths, best practice, areas for development, and Ofsted preparedness. This is crucial and supportive in ensuring that our academies have robust plans in place and the necessary support to deliver continuing improvement. The reviews also support our academies to be as well-prepared as they can be for an Ofsted inspection (which is often due imminently). The external review is not a standalone activity – it is an integral part of the whole academy improvement process. It is completely separate to the performance management process. To date, external reviews have been carried out in: Aldborough, Blackley, Burnham Park, Chalfont Valley, Greenfield, Hartsbrook, Heartlands, Ilminster Avenue, Mansfield Green, NBA, Nechells, The Parker, Purston, Reedswood, Shenley, Sherwood, St. Ursula’s, TVA, West Walsall, Willenhall, and Winsford. The intention is for all academies to receive an external review, unless they have only very recently been inspected by Ofsted.

B. Systematise how Education Advisers work and how academies are supported Education Advisers have developed a differentiated approach to support, challenge and intervention and the Executive Leadership Team are developing an academy by academy support and intervention plan which identifies the need, costs the intervention and makes an expectation of the impact.

Training and support has been delivered for all academies expecting an Ofsted Inspection and a Chair of Governors Ofsted preparation pack has been sent out.

D. Implement Raising Achievement Boards in academies at risk of falling below ‘good’ The overall purpose of the Raising Achievement Board (RAB) is to support and monitor the implementation of the sponsor’s Statement of Action and Academy’s Improvement Plan when an Academy goes into a category

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

EDUCATIONAL EXCELLENCE 2

Introduce a school improvement cycle into every E-ACT academy (continued) of concern. Led by the Director of Education, representatives across E-ACT Head Office with relevant expertise in human resources, finance, curriculum, projects, IT and education meet to provide updates, escalate risks, agree next steps and monitor the progress of plans. To date, RABs have been established in: TVA, Leeds East, Chalfont Valley, Nechells and Mansfield Green. Meetings take place termly and are ensuring that the Academy’s improvement plan and the sponsor’s Statement of Action are on track and that there is the right level of challenge in place.

E. Develop a ‘Getting to Good’ strategy We are providing tailored support to our better academies that are already good or outstanding. A key aspect of this work is strengthening the capacity of our stronger academies to support weaker ones. Experience and research points to the added benefit to both supporting and supported schools of such arrangements. For supporting schools it further extends good or better practice, provides excellent CPD for supporting staff and supports retention of staff who are often looking for the next or further challenge, amongst other benefits.

Evidence of outreach work is something Ofsted are attaching greater significance to when considering whether a school is outstanding.

3

Identify and implement cross-chain enablers of performance A. B. C. D. E. F.

Develop and implement a Leadership Strategy Develop and implement a Teaching and Learning Strategy Implement the Primary framework for excellence Develop and implement a Secondary Framework for excellence Develop and implement a programme to identify and replicate good practice Introduce a Pupil Premium strategy across the chain, led by each Education Adviser

A. Develop and implement a Leadership Strategy Outstanding principals and middle leaders are one of the key drivers of school improvement. E-ACT needs to attract, develop and maintain people of the right calibre and plan for their replacement when they move on. E-ACT’s Strategy Development Manager is leading on the development of a leadership strategy, the main plank of which will be two aspiring leaders programmes aimed at (1) future principals and (2) future middle to senior leaders (eg. Heads of department, Assistant or Deputy Principals). This will involve working with stakeholders to agree the course content/structure/method of assessment and partnering with/contracting external organisations (as necessary) before officially launching the programmes. The desired end state for this project is two leadership development programmes up and running, with high calibre year 1 cohorts.

We have brokered support from proven providers including Teaching Schools, National and Local Leaders of Education for all of our high priority academies.

Executive Principals have been appointed across 6 local clusters. These principals are developing local, regional and national strategies to support: Leadership at all levels, Teaching and Learning, Primary and Secondary Frameworks for excellence based on Curriculum development and Innovation and will introduce a Pupil Premium Strategy in collaboration with Education Advisers.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

EDUCATIONAL EXCELLENCE 4

Identify and implement cross-chain enablers of performance A. B. C. D.

Share performance data across the chain Develop national groups to drive collaboration on key issues Develop regional networks Develop local clusters of academies

A. Share performance data across the chain The effective use of data and information is an enabler and facilitator for collaboration to take place. We have developed the data dashboard to include the high level relevant quantitative and qualitative data. This will be published on our ‘Insight’ intranet and will be used as a starting point for developing a collaborative data solution for all stakeholders. We are in the final stages of an ITT to provide technical educational expertise and capacity to surface all relevant educational, financial and human capital data through an online platform accessible through our intranet.

B Develop national groups to drive collaboration on key issues At a national level we are delivering support around common themes and phases. To date this has included support to strengthen education data capacity and to support the adoption of best practice in maths.

C Develop Regional Networks Education cluster meetings have taken place in a number of our regions. These sessions have demonstrated academy led system leadership in action. There are exciting developments arising from our Midlands cluster including a Teaching and Learning group, a Curriculum group, an NQT group and an ICT group.

D Develop local clusters of academies This work is focused on extending the range of direct responsibility of our best leaders, for example an Executive Principal has taken responsibility for all 3 of the Bristol Primary Academies, and in Birmingham an Executive Principal has taken responsibility for 1 secondary and 2 primary Academies. The rationale, in these cases, is to create formal structures, such as Executive Principals and joint governing bodies running groups of schools, which enable the migration of excellent practice between institutions at speed.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE Achieving operational excellence means that we can put resources directly back into our classrooms, and provide high quality, value for money services to support our academies.

1

Invest in and develop our people and infrastructures A. Implement a centralised payroll and HR system B. Create robust succession planning and effective, agile and transparent recruitment processes C. Produce and implement a Group wide consolidated budget lifecycle process, and design and roll out academy budget monitoring templates D. Develop a value for money framework and supporting protocols to enable a ROI judgement E. Rationalise job evaluation systems and pay structures to a common E-ACT system F. Create, develop and implement a robust and transparent Pay & Reward Strategy

A. Implement a centralised payroll and HR system The centralisation of E-ACT’s payroll system is a key project within the value for money portfolio, with an expected overall saving of £67,600 across the group. The needs and requirements for the payroll system are currently being explored in full. Meetings are being held with members of the CPC framework including Arvato, Unity Partnerships and Equiniti. Pricing options are being explored, as well as the level of service required. A draft of our system requirements and all information will be obtained from Academies regarding their existing arrangements by mid-February. A mini-competition will then be held between the members of the framework.

If the members of the government framework meet our requirements, a provider will be appointed by 21st February 2014. If mini-tendering via the CPC framework is unable to provide VFM then a full EU compliant tendering process will be conducted.

B. Create robust succession planning and effective, agile and transparent recruitment processes A clear and comprehensive talent management strategy is central to really developing our people, and a Head of Talent Management will begin in March 2014. This person will report directly to the CEO and will be tasked with creating a framework for a consistent approach to attracting, retaining and developing talent across E-ACT. Core to this role is the need to drive talent management across E-ACT in its entirety – focussing not just on our employees, but also our students, our governors and the role that talent within our key stakeholders, such as parents, can play in making the whole of E-ACT outstanding. This work will also encompass a renewed recruitment strategy as part of our approach to ‘hire to retire’.

C. Produce and implement a Group wide consolidated budget lifecycle process, and design and roll out academy budget monitoring templates A standardized budget process has been implemented across Head Office which for the first time demands disciplined budget management from all budget holders. The process is based on the key tenets of monitoring, support, challenge and intervention where necessary. The Finance Team have carried out an initial review on the Quarter 1 forecasts submitted, both at academy and head office level, which demonstrate that there is still further work required in terms of embedding budget management discipline throughout the organisation. The Academy Finance Team is working directly with Academy Business Managers and Head Office budget holders to resolve any discrepancies with the projections submitted for quarter one, and going forwards, the CEO will personally be chairing quarterly assessment sessions for an in-depth review of every budget holder’s position, from both academies and Head Office, with representation from Finance Officers and Education Advisors

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE 1

Invest in and develop our people and infrastructures (continued) for each academy. Alongside this, our financial controls across E-ACT’s academies and Head Office are being fully reviewed and strengthened, and a process is being implemented to ensure that delegations of financial authority are reported in a consistent format to the appropriate body.

D. Develop a value for money framework and supporting protocols to enable a ROI judgement A Value for Money Planning and Delivery Lead was appointed in January 2014 and has set out an ambitious 100 day plan for the VfM project to move at pace. This follows KPMG’s report in December which identified that E-ACT currently spend £43m on third party suppliers in 2012/13 and estimated a possible annual saving of between £2m-£3.8m through group purchasing. The 100 day plan was reviewed by the Finance Committee on 23 January and set out the first five categories of savings to be targeted, which includes: electricity and gas; payroll; supply teachers; stationary; and travel expenditure. It is anticipated that these areas could reap an estimated collective annual saving of over £700,000.

Over the next 100 days the VFM Planning and Delivery Lead will consult with all academies. These visits will cover the key cost areas under review, the current arrangements within the Academy for those areas and the non-financial requirements to ensure value for money is delivered.

E. Rationalise job evaluation systems and pay structures to a common E-ACT system A new Head of HR was appointed in December 2013 and will begin in February 2014. This will be a central focus for the new appointment, alongside the development and implementation of a transparent Pay & Reward Strategy. Progress will be scrutinized and supported by the Remuneration Committee as part of its key projects within the business plan.

2

Provide consistently high quality, value for money support services to all of our academies A. B. C. D. E.

Define all Service Level Agreements to our academies Implement a Customer Relationship Management (CRM) solution across the Group Review competency and skills-sets across academies and Head Office to provide Customer Care Implement a new Financial Management System across E-ACT Review Bursarial Services across the Group

A. Define all Service Level Agreements to our academies A key metric of the business plan requires E-ACT to state the number of service level agreements which have been met, and in order to provide a year one measure the SLAs must be established as a priority. A broad description of the services currently provided from Head Office to the academies has been developed.

Building on this, the Finance Team are currently developing detailed SLAs for each academy which break down the specific cost per student, benchmarked against other E-ACT academies as well as regional and national benchmarks. It is anticipated that this work will be fully completed by 31 March.

B. Implement a CRM solution across the Group A CRM solution is fundamental in ensuring that all of the data, support, interventions and contact

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE 2

(continued) maintained within our academies is co-ordinated in a central repository so that we can all work together effectively, avoid duplication and ensure that everyone is fully up-to-date on the progress and activities taking place within each academy. Following Finance Committee consideration of the business plan projects prioritization at their meeting in January, implementation of the advanced CRM will continue, with a view for completion on 1 April 2014.

C. Review competency and skills-sets across academies and Head Office to provide Customer Care A key focus for the new Head of HR will be to lead on the review of competency and skills sets, firstly within Head Office, ensuring that the current skills reflect the requirements of each role and setting key performance objectives directly linked to the skills of the role and the overall contribution to E-ACT’s business plan.

D. Implement a new Financial Management System across E-ACT A full review of PS Financials has been conducted in January 2014 and a set of recommendations as to the use and engagement of the system is being presented to the Finance Committee in March 2014.

3

Ensure effective legal and financial compliance across E-ACT A. B. C. D. E. F. G.

Review and update all model policies Publish an ITT and procure a supplier for the monitoring of Health & Safety Facilitate regional training seminars Develop a mechanism to surface key risk issues from academies to Head Office Develop an Internal assurance programme for 2013/14, covering all areas of E-ACT business Ensure submission of 2012/13 accounts to the EFA on time Procurement: initiate a comprehensive review of procurement; train every E-ACT academy on procurement; and issue standard procurement policies and templates

A. Review and Update all Model Policies A full review and refresh of all model policies will begin shortly, and the insight intranet (due to launch 10 February) will be a central platform for finalized policies that are readily accessible to all. The Deputy Director for Governance and Values will take leadership of this area of work with effect from February 2014.

C. Facilitate regional seminars As part of our regional support we have provided specific training in the following areas so far this year: Data protection, Monthly Internal Control Reporting, Health and Safety, and Procurement guidance to our academies.

Alongside regional roadshows, which have been extremely effective in terms of ongoing engagement with academy Finance Directors, developments in webinar training sessions will be a key focus going forwards, and a summary schedule of compulsory training for Academy Finance Directors will be devised. The Governance Roadshows are due to commence from 19 February, and there will be training on complaints, investigations and appeals from March – May.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE 3

Ensure effective legal and financial compliance across E-ACT (continued) D. Develop a mechanism to surface key risk issues from academies to Head OfďŹ ce The Risk Group has continued to meet and has involved Principals, Finance Directors, Head office staff, our insurance and health and safety partners and Trustees. Work has been carried out by the Head of Internal Audit and the Head of Legal, in conjunction with the Corporate Risk Group, to create a high level organizational risk register. However, further work needs to be developed in this area to create a robust framework of reporting and assurance regarding risk to the Board of Trustees, and a proposed risk framework will be put forward to the Audit & Risk Committee for discussion in March 2014, before being considered at the April Board meeting.

E. Develop an Internal Assurance Programme for 2013/14 The Internal Assurance Plan was endorsed by the Audit & Risk Committee (ARC) and the Board on the 20 September 2013 and 4 October 2013 respectively, and progress on the schedule was reported to the Audit & Risk Committee on 9 December. For 2013/14, the internal audit schedule includes: EFA/KPMG action plan follow-up; order to cash; payroll; procurement to pay; general controls of the ICT environment; Capital Project Management; and Education Performance. The findings of the initial audits will be fed back to the ARC in March 2014, and individual academy results will also be reported to the Principals and Local Governing Bodies.

G. Procurement: initiate a comprehensive review of procurement; train every E-ACT academy on procurement; and issue standard procurement policies and templates E-ACT commissioned KPMG to conduct a review of procurement across E-ACT, the findings of which have now informed E-ACT’s value for money project (see above section). A training programme will begin in February 2014 which is designed to explain procurement rules and guidance to every academy Principal and Business Manager.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE 4

Establish outstanding governance and stakeholder engagement structures throughout E-ACT A. B. C. D. E. F. G. H.

Develop and implement the Funding Model to be adopted across E-ACT academies Research, develop and consult on the governance models to enable us to achieve our core objectives Establish an effective network of communication between Chairs of LGBs and Trustees Create a SEF for LGBs to monitor progress by, and establish clear processes as to how the Board of Trustees have oversight of the work of LGBs Establish a clear scheme of delegation from the Board to LGBs Develop through deep consultation the values which will make E-ACT students the best they can be Develop strong engagement strategies for communicating with key stakeholders Create a Marketing Strategy for all E-ACT academies

A. Develop and implement the Funding Model to be adopted across E-ACT academies Following Board approval to begin negotiations on the New Master Funding Agreement in October 2013, the CEO met with David McVean Deputy Director EFA Academy Operations) on 21 November to discuss and start negotiations on the terms of moving all academies to the new MFA. This followed meetings earlier in the month with Theodore Agnew (Chair of DfE Academies Board) and Dominic Herrington (DfE Director Academies). The CEO is taking forward these negotiations and has commissioned a school by school analysis to include pupil estimates, academy budget, educational outcomes, interventions required and timescales for anticipated impact. The CEO will provide an update on negotiations at the February Board meeting.

B. Research, develop and consult on the governance models to enable us to achieve our core objectives The Local Governance Steering Group met on 26 November to review the changing governance landscape and the new freedoms which exist for multi-academy trusts to develop different and potentially more effective models of local governance which evidences school improvement. This was an extremely helpful meeting, and the LGSG have helped to inform the next steps in terms of starting internal consultation with Chairs of Governors on what options for any future models of governance may look like. Initial conversations on potential future models have now taken place with a further five Chairs of Governors, and there has been a positive reception to opening the debate on how to create an effective model of governance which intrinsically connects local governing bodies to the Board of Trustees. From February, a series of governance roadshow sessions will take place, which will enable the Governance Team to meet with every Governor to take this debate further forward. In terms of timescales, the roadshows will run from February – May, with a view to gaining formal approval from the Board on a proposed model in July 2014.

D. Create a Self Evaluation Framework for LGBs to monitor progress by, and establish clear processes as to how the Board of Trustees have oversight of the work of LGBs Following discussion at the Nominations & Governance Committee and the Local Governance Steering Group, it was agreed that a Self-Evaluation framework on the effectiveness of the LGB in holding the academy to account is critical to LGB engagement with and assessment of effectiveness in relation to the Ofsted criteria.

This has now been incorporated into an ‘Ofsted Ready’ pack, which has been issued to every Chair of Governor.

The next stage of this process is to work with the LGBs to take forward the assessment (in conjunction with the Education Adviser) by the end of the Spring term, review the findings of the LGB SEF results, and work with the LGBs in identifying where the key gaps in performance are. The summary findings will be fed back to the Nominations & Governance Committee, with areas for improvement incorporated into the LGB exception reporting which is now a standing item on the Committee’s agenda.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

OPERATIONAL EXCELLENCE 4

(continued) E. Establish a clear scheme of delegation from the Board A Scheme of Delegation and Financial Delegation was approved by the Board, following extensive consultation, on 4 October 2013. An interactive tool has now also been developed for easy access and comparison between the levels of delegation.

The next stage of this process will be to ensure that all parties are acting within their limits of delegation. As such, an audit on this has been built into the internal audit assurance progamme for 2013/14 and a series of templates are being developed by the Governance Team to ensure consistent reporting of delegations to the relevant body.

The Scheme of Delegation will be formally reviewed by the Board in October 2014, and will be informed by the wholesale review of effective models of governance that will take place between now and July 2014.

F. Develop through deep consultation the values of E-ACT Consultation on E-ACT’s Values will launch on 27 January. The initial stage will include a survey for all students to complete, based on three key questions which can be answered through words or visual expression. The second stage will be launched on 10 February, through the intranet, which will ask staff, trustees and governors to participate through Insight. The Governance Roadshows will then use this information to steer a series of values sessions that they will run firstly with students during the school day on their visits before consulting with local governing bodies. A values session will be held with the Board in April 2014, and the ‘One E-ACT’ annual event in May will form part of the official launch. The second phase of the values work will be to design the structures and processes to embed these values in all that we do, and this will be intrinsically linked and informed by the governance consultation.

G. Develop strong engagement strategies amongst E-ACT’s key stakeholders A core project which will facilitate engagement across all of E-ACT’s stakeholders is the launch of the Insight Intranet, scheduled for 10 February. For the first time, E-ACT’s trustees, governors, all employees and students will be able to interact with one another and have access to up-to-date communications across the organization.

Insight aims to facilitate an ongoing dialogue between our stakeholders, providing a platform for ideas, debate, information and ultimately a tangible symbol of One E-ACT. Trustees will be given a pre-launch demonstration of Insight at the February Board meeting.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

PRIORITIES FOR THE NEXT QUARTER: FEBRUARY - APRIL 2014

1

Academy Improvement Responding to the Ofsted intensive inspection programme and ensuring that we broker the right level of support, challenge and intervention in all of our academies and continue to invest and create the capacity required to enable an academy led system leadership programme of improvement.

2

Governance & Values To launch our Governance and Values consultation through the Roadshows taking place from February – May. We will meet with every governor to provide them with the tools, support and training to enable them to provide the best support and challenge to our academies.

3

Financial Controls and establishing SLAs – To embed financial budget discipline throughout the organization alongside a strong financial control framework. To establish firm, transparent and measurable Service Level Agreements for our academies to hold Head Office to account on.

4

Procurement We have developed the first 100 days of the value for money programme and over the next two months will publish the findings from our in-depth analysis and the emerging business cases which will set out how we can realize the benefits from aggregated purchasing and provide better value for money which can demonstrate the impact on outcomes and return on investment.

2013-16 BUSINESS PLAN PROGRESS REPORT: OCTOBER - DECEMBER 2013

CONTACT US Third Floor, 10 Whitfield Street, London W1T 2RE

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E-ACT is a leading multi academy sponsor, specialising in the developing and maintaining of academies, transforming education and opportunities for thousands of young people.

email: info@e-act.org.uk www.e-act.org.uk