The governors of Sir Joseph Williamson’s Mathematical School are committed to achieving Best Value in all the decisions we make.  We take account of the principles of Best Value in seeking to secure continuous improvement in this school and will:

  • regularly review the functions of the school, challenging how and why services are provided and setting targets and performance indicators for improvement
  • monitor outcomes and compare performance with similar schools and within the school
  • consult appropriate stakeholders before major decisions are made
  • promote fair competition through quotations and tenders to ensure that goods and services are secured in the most economic, efficient and effective way

We seek to ensure that the school is using its resources effectively to meet the needs of pupils.

We will submit our Best Value statement with the annual budget plan.  The budget plan and the Best Value statement will be monitored with the school improvement plan in order to assess progress.

We will seek to achieve Best Value by focusing on the following activities this year:

The planning, delivery and monitoring of the curriculum by further personalising learning, for example by:

  • Evaluating changes to the KS4 curriculum to ensure outstanding provision and value for money
  • Implementing and evaluating the impact of revised specifications for post 16 qualifications
  • Meeting or exceeding challenging pupil progress targets across the school.
  • Robust self-evaluation, reported in the Self Evaluation Form (SEF), with a particular focus on the quality of teaching and learning and on pupil progress.

The care, guidance and support of pupils by, for example:

  • Reviewing and modifying the school’s Personal, Social and Health education programme.
  • Ensuring that all children are valued as individuals and that safeguarding procedures are fully in place.
  • Ensuring relevant health and safety and inclusion policies are in place
  • Tracking pupil progress and target setting using the school, LA and national data
  • Achieving Investors in Careers status
  • Further developing the role of the School Councils to provide leadership opportunities for young people.

Staffing by, for example:

  • Continuing to implement as far as possible the Workforce remodelling initiatives
  • Reviewing TLR and other payments to ensure they are fit for purpose
  • Reviewing Appraisal arrangements to ensure that targets are rigorous
  • Reducing bureaucracy where possible.
  • Working collaboratively across the Trust where savings can be made.
  • The school environment by, for example:
  • Continuing to improve the provision for disabled pupils.
  • Maintaining an annual refurbishment programme as detailed by the Business Manager.
  • Ensuring building programmes progresses efficiently and with no detrimental impact on learning

Resources by, for example:

  • Allocating resources as identified in School Business Plan addressing the priorities identified in the School Improvement Plan
  • Obtaining competitive quotations for goods and services.
  • Collaborating as a Trust on procurement where possible.

School leadership and management  by, for example:

  • Putting in place an induction programme for all new teaching staff
  • Encouraging applications for appropriate leadership courses from suitable staff.
  • Further developing school-based continuing professional development
  • Using Trust status to provide professional development opportunities for leaders.

Financial management by, for example:

  • Providing professional development for the Headteacher and Business Manager
  • Maintaining a careful oversight on expenditure
  • Maximising income from lettings.

Value for Money Statement 2015-16