Scheme of Delegation

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Academic Committees (Local Governing Bodies) – The Three Ps of Responsibility

Progress

• Interrogate and monitor action in the school development plan
• Review student progress regularly – ensuring progress gaps are closed or closing
• Know and engage with the curriculum, checking that it is broad and balanced
• Engage with the curriculum intent and monitor the implementation and outcomes 
• Ensure the school’s Personal Development offer is comprehensive and meets needs of the pupils
• Ensure CPD plans are in place and judged to be of good quality
• Ensure performance management of staff is carried out and robust
• Report to the Board and OFSTED

Protect

• Understand and support the vision for the school 
• Ensure the school and the Trust is a popular choice with parents and students
• Complete Safeguarding Training yearly  – ensure student welfare is of highest priority
• With the Finance Director, monitor the school site for safety and accessibility
• Monitor the progress of Looked after Children, children with SEND and those on a Child Protection plan
• Review all plans for ensuring the day to day health and wellbeing of the school community
• Monitor behaviour, attendance, punctuality and exclusions targets and  tracking reports
• At any one time for at least three governors to have updated exclusion training 
• Review transition arrangements for students and support work with link schools 
• Understand and support safer recruitment practices
• Listen and respond to feedback from stakeholders – know the school well
• Monitoring the handling of complaints 

Partnerships

• Consult with the Principal in respect of the budget requirements of the school and check staffing structure is fit for purpose
• Consult with the Board on the determination and allocation of central services
• Recommend two governors to sit on the appointment panel for a new Principal
• Appoint school staff as recommended by Principal 
• Recommend new governors and AC chair and vice-chair
• Review the training requirements of governors and work with wider partnership networks on sharing best practice
• Carry out a Self Review of Governance and Chairs 360 review
• Ensure the school and trust are represented in a strong network of wider partnerships (e.g. Hounslow Education Partnership) to the benefit of the Trust and its wider educational community
• Work with the Clerk of the Trust and the Directors to ensure that reporting and lines of accountability are clear
• Proactively manage the reputation of the school within the community 

The role of the Board is strategic – ‘PPR’ of responsibilities

1. Strategic Purpose

• Overall accountability for the progress and attainment of all children and young people in the Trust, including standards of teaching and leadership
• Overall accountability for the safeguarding and welfare of all children and young people in our schools.
• Setting the strategic direction and purpose of the Trust including its core values and ethos that set up future school partnerships, entrance and exits
• The reputation of the Trust as a model of excellence that can benefit wider educational partnerships
• Risk management and audit
• Accountable for Trust wide policies and on setting the Admissions Policy

2. Strategic People

• The appointment and overall performance of the Chief Executive Officer
• Holding the Chief Executive Officer and Principals to account for the educational performance of the schools and the quality of teaching and learning
• Holding the Chief Executive Officer to account for the health and wellbeing of all staff and pupils within the Trust
• Ensuring there is a coherent HR strategy in place that makes the best use of the people employed in the Trust.
• Ensuring that the Principals are accountable for delivering on the key priorities set out in the School Development Plans, with robust performance management linked to the key outcomes.
• Ensuring that there is a strong commitment to the personal and professional development of all people employed in the Trust in recognition of the importance of each person to the success of all.
• Ensuring the key strategic people remain giving of their time, energy and enthusiasm to our wider partnerships.

3.  Strategic Resources

• Holding the Chief Executive Officer and the Finance Director to account for the financial and risk management of the Trust
• Ensuring financial probity, stability
• Ensuring compliance with all financial regulations
• Overall effectiveness and efficiency of the use of all Trust resources
• Establish trust-wide HR policies
• Ensuring there is a coherent property strategy
• Ensuring there is a coherent IT strategy