State trials

Working with state schools brings public benefit opportunities, but carries elements of financial and reputational risks for independent schools. David Sewell and Stephen Fisher analyse the implications of sponsoring academies

Academies (independently governed state-maintained schools with open entry policies) are now part of the educational landscape. At the time of writing, there are 83 in existence and schools minister, Lord Adonis, has recently stated that the Government will have “no difficulty” in going beyond 400. An academy’s sponsors supply expertise and, potentially, funding. They have a key role to play in the governance of the new schools, in setting their goals and in ensuring community involvement.

Is there a role for independent schools in sponsoring an academy? Clearly, yes, as some are already involved. For example, the United Church Schools Trust, which owns and manages 11 independent schools, is the lead sponsor of 13 academies through a subsidiary charity, the United Learning Trust (ULT). It is now offering its expertise to other schools wishing to be involved, such as Marlborough College which will co-sponsor Swindon Academy by sharing its teaching skills, facilities and resources, leaving ULT as lead sponsor to deal with the academy’s operation and management. Other well-known schools involved in sponsorships include Dulwich and Wellington.

From the heart
While commercial sponsors must supply funding of £2 million, no financial contribution is now required from
sponsoring schools, an important factor given that parents make huge sacrifices to pay fees and would be less than pleased to see significant cash outflows to fund another school. The Government wants the independent sector’s DNA, not necessarily its money. Independent schools will though need to consider the risks and rewards of involvement.

Now that all independent schools must actively consider public benefit, including that provided to those on low incomes, involvement with an academy is a potentially attractive outreach strategy. Current research indicates that academy students come from more impoverished homes than the national average.

The sponsoring school is likely to provide expertise that benefits a much larger group of less well-off students than it could afford to by providing bursaries. While independent schools do not have to provide academies funding, staff and governor time is required in setting up and running the project. Parents will need to be satisfied that their own child’s education does not suffer due either to the SMT being distracted by the academy, or by a dilution in the school’s overall service.

Proponents may argue that any such non-financial costs are more than offset by the benefits of working with the academy, which in starting from scratch, can more easily adopt the most cutting-edge practices and is likely to provide useful insights for the sponsoring school. The relationship is not necessarily a one-way street. However,
academies are not the only way an independent school can engage with other schools and the community. Successful partnerships with other types of state schools and with youth and community groups exist countrywide
and make a significant contribution to society.

Protect your name
There are other downside risks to be considered, most notably the risk to the independent school’s reputation should the academy be perceived to fail. Ultimately it is for the sponsors to mitigate the risk of failure through a clear strategy, good governance and effective project management; although a cynic may argue that the risk of failure will increase as academies become more numerous and less oversubscribed. Furthermore, the agreements entered into with the DCSF should make clear that the sponsoring school has no underlying financial commitment and provides no indemnity to any unexpected costs.

The sponsoring of an academy represents an opportunity for an independent school to contribute to the wider public benefit and a number have taken this up. While there will be many schools that conclude that sponsorship is not for them, consideration of academies should be on everyone’s agenda.

David Sewell is a partner and Stephen Fisher is a senior audit manager at haysmacintyre.

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