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Governance has evolved within the Trust from a system based on the previous Local Authority Model for a single school, to a model more suited to the Multi-Academy Trust (MAT) that we have become.
There are three tiers of Governance
1. The Members of the Trust
2. The Trustees who are also the Directors of the Charitable Trust
3. Local Governing Boards.
Each has a distinct role which complements the other tiers and which is designed to make the Trust as efficient and effective as possible in delivering education to the pupils of the schools.
The role of the Members is to establish the overall aims of the Trust, then provide oversight and challenge to the Trustees
The Trustees set the direction, monitor, support and challenge progress against the Trust’s objectives. They oversee and challenge the strategic financial management of the Trust, including the schools’ estates management, condition and suitability and contractual obligations. As Company Directors of the Charitable Trust they have legal responsibilities in company law to act in the best interests of the Trust and it’s aims.
The Local Governing Bodies oversee and challenge as “critical friends” the quality of Teaching and Learning in their respective schools.
What we require of Members, Trustees/Directors and Governors
"Governance is about overseeing the success of the school. It is about agreeing priorities and monitoring progress towards them. It is not about running or managing the school – that is the job of paid professionals. Governance is about providing constructive support and challenge to leaders and managers to enable them to do their job to the best of their ability. Strong governance is becoming all the more essential as schools and colleges become more autonomous. " - National Governors Association
Our governing bodies have a vital strategic role. The Government and Ofsted have high expectations of their ability to hold headteachers and principals to account and drive improvement.
While we have a constitution that determines the number and type of people who will make up our governing bodies, once around the table, all our governance bodies must simply govern in the best interests of our pupils. This means that we need to recruit people not primarily because of who they are, but because of what they can contribute to the effective working of our governing bodies.
Outstanding governance requires that these individuals know their schools other than just from the information provided by schools’ senior leaders. This will require governors, by appointment or invitation and with a clear purpose or agenda, to undertake these kinds of activities outside of the meeting schedule:
· To be aware of the statutory responsibilities
· To visit their school whilst it is both at work and when celebrating its achievements
· To attend training and suggest training to improve effectiveness and knowledge
· To report their observations and experiences to governance colleagues and/or senior leaders (verbally or in writing) to improve collective awareness
· To take an interest in a particular aspect of the school’s work on behalf of its pupils and/or students.
· To take an interest in the experiences of a particular cohort of pupils/students
Good practice dictates that Members, Trustees/Directors, Governors and their immediate families may not profit personally through their association with the Trust. To this end a comprehensive register of business interests is held and regularly updated
The documentation supporting this is available to view/download. A paper copy can be obtained from Mrs Lane.