TEACH Trust

Governance Framework

Scheme of Delegation

Approval Date = 12.7.17

Date of next review = Annually each July

General

  • As a charity and company limited by guarantee, the TEACH Trust is governed by a Board of Trustees who are responsible for, and oversee, the management and administration of the Trust and the individual academies run by the Trust.
  • The TEACH Trust is the only legal entity accountable for all the academies within the Trust. The TEACH Trust has entered into a set of Articles of Association with the Secretary of State which governs all academies in the Trust.
  • The Trustees are accountable to external government agencies including the Charity Commission and the Department for Education for the quality of the education they provide and they are required to have systems in place through which they can assure themselves of quality, safety, probity and good practice.
  • In order to discharge these responsibilities, the Trustees appoint individuals to serve on sub-committees, which focus on specific matters such as Standards, Finance, Audit, Remuneration etc.
  • Additionally, local Advisory panels are convened as required to support and advise on the work of all Academies in the Trust.
  • This Scheme of Delegation outlines the ways in which the Trustees fulfil their responsibilities for the leadership and management of The TEACH Trust, the respective roles and responsibilities of the Board of Trustees, their sub-committees, the Chief Executive Officer and the Advisory panels.
  • This Scheme of Delegation has been put in place by the Trustees in accordance with the provisions of the Trust’s Articles of Association (the “Articles”) and it should be read in conjunction with those Articles.Key Principles
  • The TEACH Trust is committed to ensuring that a robust governance framework is in place harnessing the advantages of collaboration and the close geographical proximity of the 4 primary schools within the Trust.
  • The TEACH Trust believes in utilising the strengths and skills of each Trustee, local governor/adviser to support the work of the Executive leaders to lead and manage each school, monitor standards of student performance, well-being and safeguarding practice. The TEACH Trust will be governed and directed by Board of Trustees and its sub-committees to:
    • Oversee strategy and business planning
    • Direct financial planning and compliance
    • Ensure resources are deployed effectively
    • Control expenditure through shared efficiencies and procurement
    • Provide efficient and effective shared services
    • Ensure compliance with legal and statutory obligations
    • Exercise due diligence and determine whether new schools or academies join the Trust
  • Each academy shares within the TEACH Trust a commitment to the mutual support of all academies for which the Trust is responsible, especially those that are in need of assistance at any particular time. Accordingly, the scheme of delegation recognises a commitment to the common good of all academies from the resources provided by the Board.
  • The TEACH Trust is an outstanding learning community committed to educational excellence through collaboration and partnership. We are committed to a common desire to learn from each other, share experiences, expertise and support in order that our pupils achieve the best possible outcomes.

Structure

  • Members (Minimum 3 members)
  • Trust Board/Directors. Consists of 12 Directors.  The CEO is a Trustee.
  • Trust Sub Committees (whose responsibilities are governed by the scheme of delegation as agreed by the Main Board at the time).Standards
  • Specialist panels- Convened as required (Pay/Remuneration, Performance Management, Appeals, Grievance, Admissions, Backyearing, Exclusion, Disciplinary)
  • Trust Finance/Audit and Staffing Committee
  • Advisory Panels (provide advice and guidance to the Executive/Board)Business Development IT
  • Parent Forum
  • SEN/Safeguarding
  • Premises.

See appendice A –Structure Chart

APs = Advisory Panels.

Roles, Rights, Responsibilities/Duties.

Members. The `founding fathers` of the Trust.

Members are akin to shareholders in a company limited by shares. However, members of an academy do not have shareholdings but offer a guarantee which is limited to £10. The amount of the guarantee is fixed when the academy was incorporated and cannot be increased. The members are only liable for the amount they have guaranteed if the Trust/company goes into liquidation. In practical terms this is unlikely to ever happen as the DFE would have stepped in long before the £10 becomes payable.

Members do not have rights of ownership in a company, like shareholders, because profits are not distributed to them, but members are akin to shareholders and have ultimate control over the direction of the Academy Trust. They ensure the company achieves its objectives and appoint Directors. Members also have the right to remove a director by ordinary resolution (a vote passed by the majority of members).

Powers to be exercised by the Members only

  • Change the articles of association
  • Decide on a change of school category
  • Amendments to the Funding Agreement
  • Appoint/dismiss Directors.

Members shall consult with the Board, before voting on any resolution of the members of the Company.

Members have the following roles and duties,

    • Appoint Directors
    • Remove Directors by passing a special resolution and giving written notice to the clerk that the Director is to be removed.
    • Remove auditors
    • Have the power to amend the articles or change the constitution but must pass a special resolution to do this.
    • Receive copy of the annual audited accounts
    • Can attend, speak and vote at general meetings
    • Can require the Directors to call a general meeting if at least 5% of the total voting rights of all members are able to vote at the meeting. Meeting must be convened with 28 days, with 14 days notice.
    • Can appoint proxies to vote at general meetings
    • Can inspect the register of members/Trustees on reasonable notice during normal office hours
    • Can petition the court for remedy where the company`s affairs are being, have been, or are likely to be `conducted in a manner that is unfairly prejudicial to the interests of members generally or of some part of its members. (eg. Abuses of power, breaches of the articles, delay of accounts etc)
    • Can bring an action on behalf of the academy against a Director or former director (negligence, breach of duty, breach of trust etc)
  • Can resign, provided that 3 members remain in office, by lodging a notice in writing to the Clerk, signed by the person entitled to remove him/her.

 

Trust Board/Directors.

Directors are the equivalent of governors in maintained schools. They are responsible for the management and leadership of the Trust but can delegate functions to committees, individual directors and the Executive Headteacher. The Board of Directors must comply with duties under both charity and company law. The Directors/Trustees have overall responsibility and ultimate decision making authority for all the work of the Trust. They are accountable to external government agencies and are required to have systems in place through which they can assure themselves of quality, safety and good practice. The Directors have the power to direct change where required. In general terms the responsibility of the Directors, in so far as the business of each Academy is concerned, is to determine the policy and procedures of the Academy Trust and to consider and respond to strategic issues.

Mechanisms must be put in place to ensure that delegated duties to sub committees are properly discharged.

Directors must be aged 18 or over and cannot be a pupil of the Academy, an undischarged bankrupt, or have a disqualification/conviction whether in the UK or in an overseas jurisdiction. The Board of Directors must have at least 2 parent directors. Directors cannot profit from their role but they can be paid for reasonable expenses incurred on behalf of the Trust. A Director is entitled to enter into a contract for the supply of goods or services as long as certain strict conditions are fulfilled (absent from the part of any meeting discussing such relationship, decision must be minuted, and the majority of directors in office have received no such payments or benefit). The Board of Directors work as a team and is a `corporate entity`. Directors are bound by decisions made by the board and are loyal to them, even if they did not vote for them.

Directors have a duty to act independently and not as agents of those who may have appointed them. They should act with integrity, objectivity and honesty in the best interests of the Trust. Directors shall be open about decisions except in so far as any matter is considered confidential.

Directors have the following roles and duties,

  • Duty to act within powers
  • Duty to promote the success of the company
  • Duty to exercise independent judgement
  • Duty to exercise reasonable care, skill and diligence
  • Duty to avoid conflicts of interest
  • Duty not to accept benefits from third parties
  • Duty to declare an interest in a proposed transaction or arrangement

 

Chair of the Trust Board.

The role of the Chair is to provide effective strategic leadership and to formulate the Board`s strategy for discharging its statutory duties. The Chair should,

 

  • encourage high standards of propriety
  • promote the efficient and effective use of staff and resources.
  • Ensure that meeting agenda`s and the work of committees focus on academy priorities,
  • Ensure Directors feel they can contribute to meetings and that their views are listened to.
  • Represent the views of the Board to the public
  • Provide an assessment of performance of individual Board members, on request, when they are being considered for re-appointment to the Board.
  • Meetings are well organised and run on time.
  • Decisions are clear and minuted.
  • Have a good understanding of each Academy and its ethos.
  • Be approachable and able to accept criticism
  • Be a good communicator and listener
  • Encourage teamwork and delegate appropriately.
  • Might have a casting vote if a vote on a trustees decision is tied, but only if this is specified in the charity`s governing document (Articles)

 

Power of the Chair.

  • The Chair, or in the absence of the Chair, Vice-Chair, has the power, in extreme circumstances, to carry out the functions of the Board or Sub Committee, in consultation if possible with the CEO/Executive Headteacher, where a delay in exercising a function is likely to be seriously detrimental to the interests of the Trust or School, a pupil at the School or their parents, or a person who works at the School. However, this power does not include matters relating to the alteration and closure of the School, a change of school category, approval of budget, discipline policies and admissions.
  • Decisions must always be reported at the next Trust Board meeting but in the first instance the Chair should report any decision taken to the Executive Headteacher and CEO.

Clerk to Trust Board.

The Clerk plays a central role in organising and directing the work of the Board. It is a professional post and is vital to the success of the Trust. Role =

  • Accountable to the Chair of the Trust
  • Advise on constitutional matters, duties and powers and work within current constitutional framework
  • Prepare and circulate agendas in liaison with the Chair/Executive
  • Attend meetings as required
  • Record attendance
  • Minute meetings and circulate
  • Retain minutes and resolutions
  • Initiate a welcome pack to newly appointed Trustees/governors
  • Advise on expiry of office/election/appointment procedure
  • Maintain the register of pecuniary interests
  • Check that Company House/DBS disclosure has been successfully carried out
  • Ensure statutory policies are in place and copies available as approved by the governors/Trustees

Governors/Advisors.

It is up to the directors to decide the constitution and membership of Sub committees/Advisory boards. Depending on the needs of the school, and particularly in cases where the school has been placed in special measures, the Directors may choose not to delegate any powers to a sub committee. However, this can be reviewed at any time.

There are 3 key duties that governors/Advisers need to adhere to; the duty of compliance (follow all laws, comply with regulatory requirements etc) the duty of prudence (ensuring the schools assets are protected and used for the benefit of the pupils) and the duty of care (this can sometimes mean it is appropriate to get external advice before making a decision).   In addition Governors/Advisers have key roles when part of a Multi Academy Trust. These are to

  • Ensure the quality of educational provision in each school by helping leadership set high standards and set targets for school improvement
  • Keep up the pressure on school improvement
  • Challenge and monitor the performance of the school
  • Support the leadership with the management of staff
  • Act as a critical friend to the Leadership team offering support and advice
  • Work with the school on planning, developing policies and keeping these under review
  • Help the school respond to the needs of parents and the community
  • Make the school accountable to the public for what it does.
  • Not to intervene in the day to day management of the school unless there are weaknesses, when it has a duty to take action.

Chief Executive Officer

  • The CEO is designated as the Accounting Officer for the Trust. The Accounting Officer is responsible to Parliament. The essence of the role is a personal responsibility for the propriety and regularity of the public finances for which they are answerable.
  • Responsible for the keeping of proper accounts, prudent and economical administration, avoidance of waste/extravagance, and for the efficient and effective use of all the resources in their charge.
  • Ensure that appropriate advice is tendered to the Board.
  • Provide strategic leadership and direction in line with the strategic vision and goals of the Trust
  • To assess the principal risks to the Trust and to ensure that these risks are being monitored and managed.
  • To ensure effective internal controls and management information systems are in place
  • To keep abreast of external factors affecting the Trust.
  • Ensure every child within the Trust has the opportunity to achieve their potential and has a happy and fulfilling school experience through having access to high quality teaching and learning.
  • Identify and work with key agencies, individuals and groups that could enhance the delivery of the Trust strategy.
  • Support the Chair of the Trust in the recruitment and induction of new Trustees.
  • Oversee and support successful delivery of new academies into the Trust
  • Advise on budgets and plans and maintain a drive for efficient delivery and financial improvement of the Trust academies
  • Liaise/communicate with the Regional Commissioner/DFE/Local Authority/Solicitors
  • Work in partnership with the Board, Executive Headteacher and Heads of Schools to ensure the good reputation, values and vision of the Trust are maintained, ensuring good communication is promoted.
  • Work with the Executive Headteacher to lead the team of Head of Schools across the Trust.
  • Work with the Executive Headteacher to review the standards/progress of the Trust Academies and take any necessary action to ensure improvement.
  • Promote collaborative working.
  • Be aware of responsibilities under the Data Protection Act 1984 for the security of personal data.
  • To have due regard for safeguarding and promoting the welfare of children and young people.
  • To uphold the 7 principles of public life and through leading by example ensure the following behaviours are at the forefront of decision-making
  1. Selflessness
  2. Integrity
  3. Objectivity
  4. Accountability
  5. Openness
  6. Honesty
  7. Leadership
  • To ensure the integrity of all public disclosure by the Trust.

Executive Headteacher

  • Work with the CEO/Trust Board to create and drive forward the strategic vision, standards within the schools and statutory responsibilities of the Trust
  • Ensure every child within the Trust has the opportunity to achieve their potential and has a happy and fulfilling school experience through having access to high quality teaching and learning.
  • Develop links and maintain effective partnerships with external agencies, parents and carers that promote engagement and cohesion within the local community.
  • Actively promote the schools within the Trust as `Centre`s of Excellence` for education in the local community.
  • Ensure parents and pupils are well informed about the work of their school.
  • Ensure a range of community based learning experiences
  • Manage, maximise and organise the Trust schools human, financial and physical resources.
  • Create an inspiring and professional working environment
  • Utilise external expertise and professional advice when appropriate to ensure self evaluation/monitoring is impartial and of high quality.
  • Following careful evaluation of need and expectations, translate the vision and aims for the Trust into operational plans.
  • Prepare and present, in collaboration with the CEO, a coherent and accurate account of each schools performance in a form appropriate to a range of audiences, including Trustees, staff, parents, the Regional Commissioner etc
  • Recruit, retain and deploy staff to improve the quality of provision for children.
  • Ensure all staff understand their role and the expectations upon them.
  • Create a shared learning culture across the Trust which promotes effective relationships and good communication.
  • Ensure the creation of an organisational ethos/structure across the Trust that builds capacity and promotes effective and efficient operations.
  • Be aware of responsibilities under the Data Protection Act 1984 for the security of personal data.
  • To have due regard for safeguarding and promoting the welfare of children and young people.
  • To ensure the integrity of all public disclosure by the Trust
  • To uphold the 7 principles of public life and through leading by example ensure the following behaviours are at the forefront of decision-making
  1. Selflessness
  2. Integrity
  3. Objectivity
  4. Accountability
  5. Openness
  6. Honesty
  7. Leadership

 

 

Terms of Reference

Committee =Main Trust Board

Constitution See Articles of Association
Appointment of Chair Annually at the first meeting of the academic year
Powers The Directors have the power to direct change where required. In general terms the responsibility of the Directors, in so far as the business of each Academy is concerned, is to determine the policy and procedures of the Academy Trust and to consider and respond to strategic issues
Voting rights All members of the committee have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings At least termly
Quorum The quorum of the meeting shall be one third of the membership or not less than 3
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all committee members and Trustees in readiness for the next scheduled meeting

Accountability To the Members

 

Terms of Reference.

Strategy

  • Agree a long term strategy, vision and mission for the Trust, and communicate this to stakeholders
  • Ensure at all times that the work of the Trust is conducted in accordance with the object of the company and company law.
  • Establish and monitor a strategic risk register, including a contingency and business continuity plan, in order to evidence the results of the risk assessment process.
  • Approve a three year Asset/Budget management plan
  • Approve a three year Estate management plan.
  • Consider and approve any decision to expand the Trust, having regard to the views of the Local governors/advisers.
  • Decide any changes in the times of school sessions and dates of terms and holidays

Governance

  • Approve the Scheme of Delegation of powers, responsibilities and terms of reference.
  • To determine, and review every 12 months, the establishment, constitution, membership, proceedings and functions of each committee/local governing body.
  • Appoint (or remove) the Chair and Vice-Chair of the Board annually
  • Appoint (or remove) Chair of MAT Finance/Audit and Staffing Committee
  • Approve the co-option, appointment and removal of persons to the local governing/Advisory committees
  • Establish and maintain a register of business interests for the board
  • Approve the Annual report, returns and accounts

 

People and Leadership

  • Comply with all relevant legislation and ensure the Trust employs suitably qualified staff
  • Appoint CEO/Executive Head Teacher and other `central appointments`.
  • Appoint Company secretary, Clerk, Independent peer reviewer (Responsible officer).
  • Review effectiveness of leadership/management/staff structures to ensure good succession and retention of a quality workforce.
  • To set the pay structure of all members of staff, in line with legal requirements.
  • Instigate workforce re-structures/ seeking and ensuring cross-academy collaborations for efficiency and effectiveness
  • Establish and implement a performance review process for CEO/Exec. Head
  • Approve the Terms and Conditions of Employment
  • To suspend/end the suspension of the CEO/Exec. Headteacher.
  • To confirm the dismissal of the CEO/Exec. Headteacher
  • To decide whether any payment should be made in respect of the dismissal, or to secure the resignation of a member of staff (includes early retirement and redundancies) and the amount of any such payment.
  • To decide whether to grant early retirement to teachers.

Policies

  • Approve Academy Admission policy and criteria.
  • Establish, monitor and review all statutory Academy policies and procedures as per the Scheme of Delegation.

Finance

  • Appoint and remove auditors, accountants, company secretary, clerk, accounting officer, principal finance officer, independent peer reviewer (responsible officer).
  • Approve the annual MAT budget, allocating finance to individual academies, using the funding formula allocations as a guide, but being sensitive to individual academy circumstances
  • Approve the annual audited accounts and send to Companies House. To be signed by the Chair of the Board.
  • Consider/Approve recommendations made by the Trust Finance and resources Committee

 

Trust Sub Committees

Committee = Trust Finance/Audit and Staffing Committee

Constitution Appointed Directors/Local Governors.

Principal Finance Officer.

Senior Finance Officer.

CEO.

Executive Head.

The 2 Heads of School attend in an `ex officio` capacity.

Powers The Trust Board delegate authority to the representatives of this committee to act in the interests of the Trust within the remit laid down by the Education Funding Agency/Trust Financial Regulations.

 

The Finance Chair has the authority, in liaison with the PFO and CEO, to make an Executive decision re. a financial matter, when a delay would be detrimental to the smooth running of the Trust.

 

Decisions/actions must always be reported at the next Trust Board meeting.

Appointment of Chair Each school year the Committee shall, at their first meeting in the year, elect a Chair and Vice-Chair from among their number.
Voting rights All members of the committee have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings Half termly
Quorum The quorum of the meeting shall be one third of the membership or not less than 3 Directors/Trustees.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all committee members and Trustees in readiness for the next scheduled meeting

Accountability This Committee reports directly to the Board of Trustees which receives minutes, reports and recommendations from the Committee.

 

 

 

TERMS OF REFERENCE OF THE FINANCE,AUDIT AND STAFFING COMMITTEE

This Committee has oversight of all financial matters pertaining to the Trust and their remit includes:

 

  • Exercising responsibility for and oversight of the finances, assets and staff within the Trust and its academies
  • Overseeing all systems of governance, internal control, ensure risk management processes and audit functions are in place and fit for purpose and that an effective internal control environment is established across the Trust and its academies
  • Reporting its findings annually to the Board of Trustees and the Accounting Officer as a critical element of the Trust’s annual reporting requirements
  • Agreeing the annual staffing structure of the Trust
  • General Staffing matters 
  • Finance
  • To establish funding arrangements for the Trust and its academies
  • To agree and monitor every academy’s budget, expenditure and cash flow working closely with each LGC
  • To ensure finances and investments of each academy are managed prudently, ensuring value for money
  • To determine the extent of services provided centrally to each academy including the allocation of cost and oversee the effectiveness of the delivery of centrally provided services
  • To ensure that effective financial policies, controls and procedures are in place including appropriate levels of delegation
  • To ensure financial risks are identified and managed, ensuring the Trust’s compliance with the Academies Financial Handbook and other financial statutory requirements
  • To oversee maintenance of proper accounting records and preparation of statements of financial activities and balance sheets as required notifying the Trust of any changes to fixed assets used by the academy
  • Consider and recommend to the Main MAT Board an annual budget, allocating finance to individual academies, using the funding formula allocations as a guide, but being sensitive to individual academy circumstances.
  • To receive regular reports from the Principal Finance Officer and make decisions on the need for any significant unplanned expenditure.
  • Consider and recommend to the Board the annual financial report, returns and accounts
  • Ensure compliance with Company/charity law and arrangements with the DFE.
  • Ensure all insurances are in place
  • To review the effectiveness of the Trust’s internal control system established to ensure that the aims, objectives and key performance targets of the organisation are achieved
  • Consider/approve any litigation or arbitration proceedings
  • Inform the appropriate government agency if it suspects any irregularity affecting resources, and approve any write-offs/ other requirements of the EFA/DFE
  • Make recommendations to the MAT Board re. the procurement and appointment of Trust contractors/lettings and tenders that would exceed £60,000.
  • Consider/Approve any operating lease, licence, tenancy or similar arrangement for any of the Academy schools
  • Take responsibility for any disposals or acquisitions of land to be used by any academy.
  • To set up and approve a Directors/Governors Expenses scheme.
  • Approve relevant financial policies and procedures.Staffing
  • Agreeing the annual staffing structure of the Trust.
  • Review cost effectiveness of leadership/management/staff structures to ensure good succession and retention of a quality workforce
  • Approve staff disciplinary, capability, conduct, and grievance policies
  • Approve and review relevant HR policies

 

Audit and Risk

  • To review the Trust’s internal and external financial statements and reports to ensure that they reflect best practice; that they are true and fair and conform to accounting standards (including the Academies Financial Handbook) and that accounting policies are appropriate and applied consistently. An annual statement to the Board will be produced by the Committee in this regard.
  • To advise the Board on the appointment, re-appointment, dismissal and remuneration of the external and internal auditor
  • To direct the nature and scope of audits with the Trust’s external auditor, review the external auditor’s annual planning document and approve the planned audit approach
  • To consider all relevant reports by the appointed external auditor, including reports on the Trust’s accounts, achievement of value for money and agree the programme of work proposed by management to address issues raised
  • To advise the Board on the need for, and then, where appropriate, the appointment, re-appointment, dismissal and remuneration of, an internal auditor or other assurance provider to enable the Board to sign the corporate governance statement in the annual accounts
  •  
  • To direct all aspects of internal audit, including the independent review of systems and controls, the framework of the work programme, and the monitoring of management in implementing recommendations raised by the internal auditor and other audit professionals
  • Receive reports (annual reports, management letters etc) from the external auditor and other bodies, for example the EFA, and consider any issues raised, the associated management response and action plans. Where deemed appropriate, reports should be referred to the Board or other committee for information and action.
  • To monitor the assessment of significant risks (financial and non-financial) to which the Trust and its academies are exposed, ensuring this is kept up to date and that management are charged with implementing controls to mitigate these risks within agreed risk appetite
  • To commission investigations or seek professional advice of potential instances of fraud, irregularity or cases of whistle blowing.As part of its Audit and Risk Management function committee is authorised:

 

  •  
  • to investigate any activity within its terms of reference or specifically delegated to it by the Board.
  • It is authorised to request any information it requires from any employee, external audit, internal audit or other assurance provider.
  • to obtain outside legal or independent professional advice it considers necessary, normally in consultation with the Accounting Officer and/or Chair of the Trust

 

Trust Committee = Trust Standards Committee

Constitution Appointed Directors/Local Governors.

CEO.

Executive Head.

Heads of School

 

Powers The Trust Board delegate authority to the representatives of this committee to agree decisions and actions, as advised by the Executive, to improve/develop quality of teaching and learning within any Trust School. Any action that requires a financial commitment that exceeds the budget agreed will be further discussed at the Trust Finance Committee.

 

Appointment of Chair Each school year the Committee shall,at their first meeting in the year, elect a Chair from among their number.
Voting rights All members of the committee have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings Half Termly
Quorum The quorum of the meeting shall be one third of the membership or not less than 3 Directors/Trustees.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all committee members and Trustees in readiness for the next scheduled meeting

Accountability This Committee reports directly to the Board of Trustees which receives minutes, reports and recommendations from the Committee.

 

 

 

TERMS OF REFERENCE OF STANDARDS COMMITTEE

Standards

  • Monitor at MAT and school level pupil progress and attainment and the quality of learning
  • Assess the effectiveness of `self evaluation` appraisal systems
  • Look in detail at aspects of the School Self Evaluation summaries by visiting schools/classrooms, meeting senior colleagues etc
  • Receive reports on Pupil Attendance 3 times per year
  • Receive reports/minutes from sub groups, meetings/leaders, particularly in relation to the curriculum (Literacy, Science, ICT, Maths etc)
  • Consider any areas that would benefit from a MAT wide approach, including sharing of teaching and learning resources and approaches, and learning from practice
  • Ensure that the achievement of standards, is planned, resourced, tracked and continuously improved.
  • Consider progress and performance towards MAT strategic aims.
  • Develop and monitor a collective learning and improvement plan across the MAT, ensuring this relates to the establishment and implementation of the MAT Business Plan
  • To prohibit political indoctrination and ensure a balanced treatment of political issues.
  • Monitor delivery of each schools Improvement plan
  • Receive external advisory reports
  • Liaison with external agencies such as Ofsted.
  • Monitor levels of need and provision for Pupil Premium (Free school meals/Service pupils/Looked After Children)
  • Analyse and receive regular reports relating to School self evaluation, and Sports premium

 

 

Trust Committee = Pay Review

Constitution The Committee must include the Vice Chair of the MAT Board, Chair of MAT Finance Committee plus one other appointed Director.

The Chair of the Trust should be reserved for any appeal process.

Powers/Delegated authority The Trust Board shall establish a Pay Committee to deal with all pay and performance matters relating to staff and to implement the approved pay policy in respect of their pay.

The Trust Board delegate authority to the representatives of this committee to undertake the pay review process for the Executive

Appointment of Chair The panel shall appoint a Chair from among their number.
Voting rights All members of the panel have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings As required
Quorum Minimum 2 Trustees
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated as appropriate.

 

Accountability The committee will report to the Trust Board.

The Trust Board will receive the report of the Pay Committee in the confidential section of the agenda.

 

 

TERMS OF REFERENCE OF PAY REVIEW COMMITTEE

 

  • To receive and approve the pay recommendations from the EHT re. the pay for members of staff.
  • To consider the pay of CEO, Executive Head, in line with current legislation, and having taken Performance Management outcomes into consideration.
  • To recommend to the Trust Board, having taken professional advice, on the appropriate Individual School Range and salary point for the CEO/EHT’s
  • To consider all matters relating to pay structures/grading and the allocation of pay points.
  • The CEO/EHT and/or their representatives are able to make representations in writing or in person to the Pay Committee if they wish to do so.

Pay Appeals Panel.

  • If the CEO/EHT wishes to appeal against the decision of the Pay Committee, notification should go to the Chairman of the Pay Committee, with a copy to the Clerk, within 10 days of a decision being made, setting out in writing the grounds for questioning the Pay Committee’s decision.
  • The Pay Appeals Committee, which should comprise no fewer than three Trustees – none of whom serve on the CEO/EHT Pay Committee, will meet normally within 20 working days of receiving the written appeal.
  • The decision of the Appeal Committee will be final.  
  •  
  •  

 

Trust Committee = Performance Management Panel

Constitution Appointed Directors.

 

Powers The Trust Board delegate authority to the representatives of this committee to undertake the performance management process for the Executive, including the setting of appropriate and realistic objectives.
Appointment of Chair Each school year the Trust Board shall, at their first meeting in the year, elect 3 Trustee representatives from among their number to undertake the Performance Management of the Executive. One representative to be Chair.

Any required appeals will be heard by 3 separate Trustees.

Voting rights All members of the committee have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings As required
Quorum The quorum of the meeting shall be one third of the membership or not less than 3 Directors/Trustees.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Confidential minutes of meetings will be taken and once approved in draft by the Chair will be circulated to panel   representatives.

A confidential overview/summary will be reported to the Main Trust Board and Pay panel.

Accountability Delegated authority.

 

 

TERMS OF REFERENCE OF PERFORMANCE MANAGEMENT PANEL

  • The panel will review the performance of the Executive (Executive Headteacher and CEO).
  • The panel will be advised when possible by the Trust`s School Improvement Partner
  • The panel will set realistic and time framed objectives for the Executive.
  • The panel must include the Chair or Vice Chair of the MAT Board, the Chair of the MAT Finance Committee plus one other Director.
  • The panel will advise the Trust Pay panel as to whether the Performance Review of the Executive has, or has not, been `successful` to enable them to consider appropriate remuneration.

Trust Specialist Panels (Disciplinary and Capability, Backyearing, Exclusion and Admission)

Constitution Appointed Directors as required
Powers The Trust Board delegate authority to the representatives of these panels to take appropriate action as required.
Appointment of Chair The panel shall appoint a Chair from among their number.
Voting rights All members of the panel have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings As required
Quorum As required
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated as appropriate.

 

Accountability Panels will report to the Trust Board.

 

SPECIALIST PANELS TERMS OF REFERENCE

Disciplinary & Capability Panel

 

The Exec. Headteacher is responsible for staff suspensions.

  • Panels will be called at the request of the Exec. Headteacher
  • Panels will follow approved/agreed Disciplinary/capability Procedures (to be provided to all Panel members).
  • The panel must include the Vice Chair of the MAT Board, plus 2 other Directors. The Chair of the MAT Board should be reserved for any appeal process.
  • The Panel has the authority to withhold annual increments for staff.
  • The Panel has the authority in respect of all staff for suspension, demotion/transfer, dismissal, summary dismissal.
  • The Panel must notify their decision to the Exec. Headteacher, Chair of Trust Board and Principal Finance Officer in order that appropriate communications can be agreed.

Trust Specialist `Backyearing` Panel-Terms of Reference

Applications for a place in any year group other than a pupil’s correct age related National Curriculum year group (including summer born children)

Applications for pupils to be educated outside their normal national curriculum year group will be considered on their individual merits by a specialist trust group panel.

 

Parents must provide with their application form the following information in support of their

request:

  1. Clear, documented evidence that to place the pupil in his/her normal age group would be

detrimental to his/her educational progress or likely exam performance.

  1. Clear evidence that it is in the interests of the pupil’s social and emotional development to

be placed in a different year group.

  1. Clear evidence that the pupil has previously been placed in a different year group and this

has had positive benefits.

(A pupil would need to meet Criteria 1 and 2 above in all cases, for an out of year group

admission to be agreed. The existence of Criterion 3 would serve to strengthen a case

  • The specialist panel will be convened within 2 weeks on receipt of a formal request letter addressed to the HOS/Executive Headteacher of the school
  • The panel will consist of the relevant Head of school, EHT/CEO, and relevant Year group leader
  • There is no right of appeal following the panel`s decision.
  • The EHT/CEO will respond formally, in writing, to the parents within 10 working days of the specialist meeting.

Appeals Panel, including Pupil Exclusion and Admission Appeals.

Appeals Panels are responsible for hearing all Appeals – staff and pupils – in respect of any decision that the relevant Sub-Committee have made i.e. pay, redundancy, dismissal, pupil suspension.

  • Any Appeals Panel will consist of the Chair of the MAT Board, CEO (excepting pay appeals), and three Directors, and each must not have been involved in the original panel decision. If there are in-sufficient number of Directors available, independent support will be sought.
  • Panels will follow DFE and HR guidance as required and these will be provided to all Panel members.
  • Appeal Panels have the authority to change or uphold the outcome of any other Sub-Committee ruling.
  • Appeal panels must notify their decision to the Chair of the MAT Board, the Exec. Head, Principal Finance Officer, in order that appropriate communications can be agreed.

Local Advisory Panels

Members of LAPs do not need to be elected governors or Trustees. They are invited to attend to advise and support the decision making of the Executive/Trust Board.  LAP`s are not necessarily `permanent` and their existence depends on need and value.

LAP = Premises

Constitution Appointed Advisers

Directors/Local Governors.

CEO.

Executive Head.

Chief Finance Officer

Estates Manager

Powers No delegated authority
Appointment of Chair Each school year the panel shall, at their first meeting in the year, elect a Chair from among their number.
Voting rights All members of the panel have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Frequency of meetings Half Termly
Quorum No less than 3 representatives
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the panel and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all panel members and Trustees in readiness for the next scheduled meeting

Accountability The Executive will summarise outcomes to the Trust Board

 

TERMS OF REFERENCE OF PREMISES PANEL

The remit of the Premises Panel is to provide advice and guidance to the Executive re. effective oversight and monitoring regarding the provision, use, standards and condition of each school site and related health and safety within the TEACH Trust.

  • Advise and support strategic decision making in respect of the capital and maintenance expenditure for each Academy
  • Agree and monitor implementation of specific Health and safety policies, including related Premises policies such as the Accessibility Plans for each school.
  • Receive internal and external advisory reports
  • Take responsibility for any disposals or acquisitions of land to be used by any academy.
  • Consider and have oversight on behalf of the MAT Board re. the procurement and appointment of Trust contractors/lettings (outside of normal school hours) and tenders within the agreed budget.
  • Establish and recommend to the Board a medium and long term estates management plan.
  • Monitor the contracts for building maintenance and estates management for all academies.

LAP = Business Development

Constitution Appointed Advisers

Appointed Directors/Local Governors.

Principal Finance Officer.

CEO.

Executive Head.

 

Powers No delegated authority
Appointment of Chair Each school year the LAP shall, at their first meeting in the year, elect a Chair from among their number.
Voting rights All members of the LAP have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings Termly
Quorum The quorum of the meeting shall be one third of the membership or not less than 3 Directors/Trustees/Advisers.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the LAP and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all LAP members in readiness for the next scheduled meeting

Accountability This LAP reports directly to the Board of Trustees which receives minutes, reports and recommendations from the Executive.

 

TERMS OF REFERENCE OF THE BUSINESS PANEL

 

  • Receive internal and external advisory reports.
  • Investigate, agree and evaluate projects which will derive income for the Trust, considering their impact on the smooth running of the schools and likely impact on all available resources,
  • Agree, in line with the Finance Committee, a Trust Lettings Policy
  • Evaluate and agree the processes through which the Trust’s public relations are maintained and improved
  • Report to the Finance Committee and Trust Board on any ventures which have led to additional income into the Trust
  • Risk assess all business decisions relating to out-of-school hours’ activities
  • Support the Executive team in developing the commercialisation of the Trust, where appropriate
  • Receive regular reports on the ‘compliance’ of each school’s website.
  • Review and respond to Trust Public relation demands.
  • Develop a marketing and communications plan to promote the TEACH academies as the destination of choice for local parents, and to increase income

 

LAP = SEN/Safeguarding panel

Constitution Appointed Directors/Local Governors/Advisers.

CEO.

Executive Head

Heads of School

SEND and Safeguarding Deputies

Powers No delegated power
Appointment of Chair Each school year the LAP shall,at their first meeting in the year, elect a Chair from among their number.
Voting rights All members of the LAP have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings Termly
Quorum The quorum of any meeting shall be one third of the membership or not less than 3 Directors/Trustees/Advisers.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the LAP and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all LAP members in readiness for the next scheduled meeting

Accountability This LAP reports directly to the Board of Trustees which receives minutes, reports and recommendations from the Executive.

 

TERMS OF REFERENCE OF SEN/SAFEGUARDING LAP

  • Advise and support strategic decision making in respect of SEND/Safeguarding for each Academy.
  • Agree and monitor implementation of specific SEND/Safeguarding policies.
  • Monitor levels of SEND need within each Academy, and related staffing provision.
  • Receive internal and external advisory reports and give advice and recommendations where appropriate
  • Consider and have oversight on behalf of the MAT Board re. the arrangements within each school for the provision of SEND support.
  • Consider and have oversight of the procurement and appointment of specific SEND advisory services.
  • Consider arrangements for Staff training in respect of SEND and Safeguarding.
  • Consider arrangements for appropriate supervision of staff undertaking safeguarding work.
  • Monitor exclusions (permanent and temporary) and children at risk of exclusion.

 

LAP = IT

Constitution Appointed Directors/Local Governors/Advisers.

CEO.

Executive Head.

Chief Finance Officer

IT Manager

Safeguarding Deputies

IT Rep. Teacher

Powers No delegated authority
Appointment of Chair Each school year the LAP shall, at their first meeting in the year, elect a Chair from among their number.
Voting rights All members of the LAP have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Minimum frequency of meetings Half Termly
Quorum The quorum of the meeting shall be one third of the membership or not less than 3 Directors/Trustees.
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the Committee and relevant staff in the Trust.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all LAP members in readiness for the next scheduled meeting

Accountability This LAP reports directly to the Board of Trustees which receives minutes, reports and recommendations from the Executive.

 

 

 

TERMS OF REFERENCE OF IT LAP

  • Support strategic decision making in respect of IT provision for Trust schools, including hardware and software.
  • Monitor delivery of each schools IT/E.Safety Improvement plan, and the Trust overall IT policy.
  • Receive internal and external advisory reports
  • Monitor the effectiveness of the Trust Data Protection policy and related Codes of Practice.
  • Make recommendations re.expenditure to the Finance and Audit Committee where this exceeds agreed expenditure in the budget approved.

 

LAP = Parent Forum Panel

Constitution Appointed Parents (criteria for appointment dictated/agreed by Trust Board)

CEO.

Executive Head.

One Trustee to act as Chair

 

Powers No delegated authority
Appointment of Chair A nominated Trustee
Voting rights All members of the panel have equal voting rights. In the event of an equal division the Chair shall have a casting vote.
Frequency of meetings Termly
Quorum No less than 3 representatives, excluding the CEO/EHT and Trustee
Secretariat The agendas, papers and minutes shall normally be prepared and circulated by the Clerk to the Trust Board, after consultation with the Chair of the panel.

Minutes of meetings will be taken and once approved in draft by the Chair will be circulated to all members and Trustees in readiness for the next scheduled meeting

Accountability The Executive/Chair of the panel will summarise outcomes to the Trust Board

 

TERMS OF REFERENCE OF PARENT PANEL

The remit of the Parent Forum is to provide an opportunity, 3 times a year, where honest and clear feedback/advice/guidance can be given to the Executive re. the running of each Academy. The Forum will provide an opportunity for a `parent` perspective on each schools effectiveness, strengths and perceived areas for development.

Membership is by invitation from the following groups;

  • Parents who have children in either key stage 1 and key stage 2
  • Parents with pupils entitled to `Pupil premium`
  • Parents of pupils who have special educational needs and pupils working at `greater depth`
  • Parents who are new to our organisation and parents who have worked with us for some time.

 

Protection.

The Articles state that the Academy Trust will indemnify any Director/Governor against any claim brought against them in their capacity as a Director in certain conditions as set out in the articles. This should be backed by Directors and Officers indemnity insurance. In addition, courts can give relief if a director has breached their duties but acted honestly and ought fairly to be excused.