Governance Handbook

2018 – 2019

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SpencerAcademiesTrustGovernanceHandbook2018-19SATGovernance–abenchmarkforexcellence..........................................................................................................3Chairman’sIntroduction.............................................................................................................................................4

ChiefExecutive’sIntroduction....................................................................................................................................5

Introduction................................................................................................................................................................6Visionstatement.....................................................................................................................................................6

Coreprinciples........................................................................................................................................................6

Structure.................................................................................................................................................................6TrustDirectors............................................................................................................................................................7

Trustcontacts.............................................................................................................................................................9

TrustAcademies*.......................................................................................................................................................9ChairsofGovernors2018-19....................................................................................................................................10

LGBcontacts.............................................................................................................................................................10

InformationforDirectorsandGovernors.................................................................................................................12

Coreprinciples......................................................................................................................................................12SharedResponsibilities.............................................................................................................................................14

Safeguarding.........................................................................................................................................................14

Healthandsafety..................................................................................................................................................14Presenceonsite....................................................................................................................................................14

Informationgovernance.......................................................................................................................................14

Useofsocialmedia...............................................................................................................................................14Theprinciplesofgoodgovernance...........................................................................................................................15

Elementsofeffectivegovernance........................................................................................................................15

Whatmakesagoodgovernor?.............................................................................................................................15

Thequalitiesofgoodgovernance.............................................................................................................................16TheNolanPrinciplesofPublicLife........................................................................................................................17

SATCorporateInformation.......................................................................................................................................18

Visionstatement...................................................................................................................................................18Coreprinciples......................................................................................................................................................18

Organisation..........................................................................................................................................................18

Structure...............................................................................................................................................................18Standards..............................................................................................................................................................19

Strategicobjectives...............................................................................................................................................19

TrustdelegationtotheExecutive.........................................................................................................................20SATDelegationSummary..........................................................................................................................................21

TrustCentralServices...........................................................................................................................................24

CentralImprovementTeams(CIT)........................................................................................................................24

PolicyDevelopment..............................................................................................................................................25

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TheBoardofDirectors..............................................................................................................................................27BoardDelegation..................................................................................................................................................27

SchemeofDelegation...........................................................................................................................................27

Sub-committeesoftheBoard...............................................................................................................................27Members...................................................................................................................................................................28

Directors...................................................................................................................................................................29

DelegationtotheCEO...........................................................................................................................................31ResponsibilitiesoftheAccountingOfficer........................................................................................................31

DelegationtotheChiefOperatingOfficer............................................................................................................32

DeclarationsofBusinessandPecuniaryInterests................................................................................................32LinkDirectors........................................................................................................................................................32

LocalGoverningBodies.............................................................................................................................................34

Recruitmentandretentionofstaff...................................................................................................................34

LGBMembership..................................................................................................................................................35CompositionofanAcademyLGB......................................................................................................................35

Administrativearrangements...............................................................................................................................36

LGBAnnualCalendar............................................................................................................................................36LGBsub-committees.............................................................................................................................................36

ResponsibilitiesofLGBcommittees..................................................................................................................37

Clerking.................................................................................................................................................................38Clerks’Training..................................................................................................................................................38

ExecutiveGovernance..............................................................................................................................................39

TermsofReference...............................................................................................................................................39

Administrativearrangements...............................................................................................................................40Executivegovernancesub-committees................................................................................................................40

Clerkingundertheexecutivegovernancemodel.................................................................................................40

LinkGovernors......................................................................................................................................................40CodeofConduct.......................................................................................................................................................42

AppendixA:KeyDocuments.....................................................................................................................................45

AppendixB:Usefulwebsitesandresources.............................................................................................................46AppendixC:Governors’InductionPack....................................................................................................................47

LetterofAppointment..........................................................................................................................................47

Introduction..........................................................................................................................................................48AppendixD:ChecksandmandatorytrainingforGovernors....................................................................................49

AppendixE:GovernorTrainingProgramme.............................................................................................................50

GlossaryofTerms.....................................................................................................................................................53

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SATGovernance–abenchmarkforexcellence

ChetwyndPrimaryAcademy(Ofsted2014,2017)

“Membersofthegoverningbodyareknowledgeable,enthusiasticandhardworking.”

FairfieldPrimaryAcademy(Ofsted2016)

“Governorsofferaneffectivebalanceofsupportandchallenge…Theyarestrategicintheirapproachandhaveaveryclearunderstandingoftheacademy’sstrengthsandareasforimprovement.”

GeorgeSpencerAcademy(Ofsted2015)

“Governorsstrengthentheleadershipoftheacademy,becausetheyarehighlyskilledandstrategicintheiroutlook.Theyplayanimportantroleinevaluatingtheacademy’sworkandsettingthedirectionforthefuture.”

GlenbrookPrimarySchool(Ofsted2017)“Thegoverningbodyisplayinganeffectivestrategicroleinensuringthatthepaceofimprovementisbrisk…Governorsarerightlyproudoftheimprovementstheyhavehelpedtosecure.”

HeanorGateAcademy(Ofsted2017)

“Governors…haveputinplacearobustandcomprehensivesystemtomonitorandevaluatethequalityofteaching,learningandassessmentintheschool.”

LongFieldAcademy(Ofsted2017)

“ThegoverningbodyandtheacademyTrustplayavaluableroleintheschool’ssuccess.Theyprovideseniorleaderswithgoodsupportandanappropriatelevelofchallenge.”

PortlandSpencerAcademy(Ofsted2016)

“Governorshaveaclearanddetailedknowledgeoftheschoolandcommunity.Theyusetheirrangeofskillseffectivelytochallengeleadersandcontributetothecontinualdrivetoimprove.”

SunnysideSpencerAcademy(Ofsted,2017)

“Governorshavebeenparticularlysuccessfulinchangingtheperceptionoftheschoolinthelocalcommunity.”

WyndhamPrimaryAcademy(Ofsted2014)

“Thegoverningbodyisextremelywellledandmanaged.GovernorsarekeptfullyinformedthroughdetailedreportsfromthePrincipallinkedtotheacademyimprovementplan;theirownfrequentandsystematicchecksontheacademy’swork.”

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Chairman’sIntroductionAsChairmanoftheBoardofDirectorsIamproudtobepartofaTrustthatiscreatingopportunitiesforourchildrenandyoungpeople,drivingupstandardsinouracademiesanddeliveringonoursharedaspirationtoimprovethelifechancesforallofourstudents.

WhenPaulWestwasappointedtothepostofChiefExecutiveandIwaselectedtothepositionofChairmaninSeptember2017wesetaTrustaspirationtobecomeahighperformingregionalTrustconnectedtothecommunitiesthatweservewithanationalreputationforexcellence.

OneyearlaterIamdelightedthatSpencerTrustisnowwidelyrecognisedasoneoftheleadingTrustsinthecountry;onethatiswellled,withrobustgovernanceandambitiousonbehalfofthecommunitiesthatweserve.WerecognisethatthedecisionswetakeasaTrustcanmakeameasurabledifferencetolifeopportunitiesandoutcomesforthenowupto16,000childrenandyoungpeoplewhoareeducatedinSpencerschools.

Oneyearon,wecanseetheevidencethattheSpencermodelisworking.Fromearlyyearstopost-sixteen,morechildrenandyoungpeopleareleavingSpencerschoolshaveachievedagainstorexceededtheirpotentialthaneverbefore.OurresultsmeanthatacrossourTrusthundredsofchildrenandyoungpeopleareleavingaSpencerAcademybetterequippedtosucceedinthenextstageoftheireducationaljourneyandtheirlives.Butstill,toomanychildrenandyoungpeopleintheEastMidlandsareonlyabletoaccessagoodoroutstandingschoolforpartoftheirtimeineducation.

WehavemadecommitmentstothecommunitiesservedbyaSpencerAcademyaccordingly.Overthenextyear,wewillwelcomenewTrustmemberschools,increasingourcapacitytodeliveragainstourTrustgoals,includingafocusonseamlessendtoendeducationandsupportingthecommunitiesweserve.Wewillannouncepioneeringpartnershipswithlocalcommunityservices,suchaslocallibraryservices;andwewillopenbrandnewschools,designedinpartnershipwithCountyandCitycouncilstocarrytheSpencerimprintofexcellencefromtheirfoundations.

Thisyearwehavewelcomedover140newcolleaguestoourTrustincluding96teachers,46ofwhicharenewlyqualified.InourcommitmenttoattractandretainthebrightestandbestpeopleinthecountrywearedevelopingapackageofemployeebenefitsandaprofessionaldevelopmentofferthatwillcontributetoourTrustbeingthelocaleducationalemployerofchoice.

Iknowthatyouwillsharemyexcitementinthisremarkablejourney,andasagovernorordirectorwithintheTrust,inrecognisingtherolethatoutstandinggovernanceplaysinunderpinningallaspectsourwork,fromteachingandlearningtoensuringthatourfacilitiesarecompetitivewiththeverybestschoolsacrosstheEastMidlands.

AsaBoard,wehaveaffirmedourresolutiontodeliveroutstandinggovernanceacrossexistingandnewmemberschoolsforthisacademicyear.Ourabilitytobeasambitiousforgovernanceaswearefortheotheraspectsofourworkdependsonthehardworkofgovernancevolunteersandcolleaguesacrossourschools.Werecognisethathighlyeffectivegovernanceiskeytoourcontinuedimprovementandthatthechangethatwemakeisfirmlyrootedinyourwork.

Withmyverybestwishesfortheforthcomingschoolyear.

PeterMarples

Chairman

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ChiefExecutive’sIntroduction

WelcometotherevisedGovernanceHandbook,whichhasbeenreissuedfollowingtheintroductionofournewSchemeofDelegationandGovernancedocuments.AcopyoftheHandbookwillbesharedwithallnewcolleaguesaspartoftheTrustInductionPack,andwillformpartoftheannual‘backtoschool’inductionatthestartoftheacademicyear.AprintedcopyshouldbeavailableintheofficeofallSpencerAcademiesTrustschoolsforreference.

Asyouwillknow,2017-18hasbeenanexcitingyearforSpencerAcademiesTrust.Over90%ofTrustschoolsarenowclassedasoutstandingorgood,withanimpressiverecordofdeliveringsustainedimprovementbetweeninspections.

In2018theprestigiousEducationPolicyInstitutefoundthat-assessedagainstlocalauthoritiesandotheracademychains-SpencerAcademiesTrustnowranksasthesecondhighestperformingTrustacrossthecountryforprimaryattainment.OursecondaryacademieshavereturnedthebesteverPost16andGCSEresultsin2018,andweareproudandhumbledthatmorechildreninouracademiesachieveandattainthaneverbefore.

Together,wehavedevelopedagrowingfamilyofschoolswhichmakesadifferenceforchildrenandyoungpeopleacrosstheEastMidlands;andwhichdeliversonourjointvisionofaregionalTrustwithanationalreputationforexcellence.

Ourabilitytomakethatdifferencerestsonoursharedprinciples,whichincludeanabsolutebeliefintheimportanceofcollaborationandmutualsupport,andonourrecognitionoftheTrustasafamilyofschoolsinwhichcolleaguesareequallyvalued.

Withinthat,werecognisetherolethatoutstandinggovernanceplaysindeliveringonoursharedvision.TheBoardofDirectorshavesettheTrustthegoalofoutstandinggovernanceateverylevel.ThisincludesbothwithintheworkingsoftheTrust,andbylocalgoverningbodies.

Inturn,weexpectoutstandinggovernancetodriveschoolsimprovementanddelivery,improvingthelifechancesandopportunitiesofchildrenandyoungpeopleinSpencerAcademiesTrustschoolsbypromotinghighstandards.

IhopethattheGovernanceHandbookisusefultoyouinthatwork.

PaulWest

ChiefExecutive

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IntroductionSpencerAcademiesTrust(SAT)isaMulti-AcademySponsorwithacleargeographicalcontextintheEastMidlandsregion.Wecombineaproventrackrecordwiththeexperienceandcapabilitytosecuretransformationalchange,andtodeliveranoutstandingqualityofeducation.

ThepurposeforwhichSpencerAcademiesTrustisconstitutedistouseournationallyacknowledgedschoolimprovementcapacitytoprovidetailoredandspecificsolutionsforthelocalneedsofeachofoureducationalcommunities.ThisisachievedthroughtheworkofourExecutiveLeadershipTeam(ELT)andthesharingofoutstandingpracticebetweenacademieswithintheSpencergroupofschools.

Visionstatement

SpencerAcademiesTrustprovidesanoutstandingeducationforlocalchildren.Weworkcollaborativelytoachievethebestpossibleoutcomesforallyoungpeople,inanenvironmentwherepartnershipisvaluedandsuccessiscelebrated.Oureducationdeliversreallifeexperiencesforstudentsandpromotesindependentenquiryandstimulatesintellectualcuriosity,whilstdevelopingastrongsenseofindividualresponsibilityandapersonalbeliefandconfidence.Ourstudentsfulfiltheirpotentialandmakeunparalleledprogress.TheyleaveSpencerfullypreparedforthenextphaseoftheireducationandwithopportunitiestobecomefutureleaders.

Webelieve:

• Allchildrenhavearighttoaqualityeducationregardlessofbackgroundorability,andhaveanentitlementtotheopportunityofasecureprogressionrouteintheirlearninganddevelopment;and

• Schoolsarestrongerwhentheyworkincollaboration;operatingwithina‘family’ofschools,andareopentoatruesenseofpartnership.

Wegrowtheeffectivenessandsustainabilityofourschoolsbydevelopingthepeoplewithinthem,andbelievethatthroughsharedandequitableresponsibilityforqualityandoutcomes,weachievemore.

Coreprinciples

SATaspirestoimprovethelifechancesofchildrenandyoungpeoplebyraisingaspirationandfulfillingpotential.Everythingwedoisaboutthefutureofourpupilsandstudents.

Structure

SATisaMulti-AcademyTrust(MAT)establishedin2011.WesignoneFundingAgreementwiththeDepartmentforEducationonbehalfofalltheAcademiesinthegroup.TheMembersarethesubscriberstotheTrust’sMemorandumofAssociation.TheyhaveanoverviewofthegovernancearrangementsoftheTrustandthepowertoappointandremoveDirectors.TheBoardofDirectors(BoD)istheGoverningBodyfortheorganisationandremainsaccountableinlawandtoOFSTEDfortheexerciseofitsfunctions.SATactsasoneemployeracrossalloftheAcademiesitoperates.

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TrustDirectorsPeterMarples,Chairman

PeterMarplesisoneoftheleadingpractitionersofeducationstrategyintheUK.Atrainedaccountant,PeterwasheadhuntedbyKPMGandultimatelyledtheireducationpracticeintheUKandbeyond.In2008,Peterestablishedhiscurrentbusiness,AspireAchieveAdvance(3aaa).NowtheleadingproviderofapprenticeshipsintheUKtothe16-21agegroup,3aaahas41centresoflearningintheUK.Peterbringstotheboardgreatinsightintoeducationpolicy,finance,strategicbusinessmanagementandimprovement.

PaulWest,ChiefExecutive

PaulWestjoinedSpencerAcademiesTrustinSeptember2017.PreviouslytheExecutiveDirectorofEducationforDeltaAcademiesTrust,PaulhasextensiveexperienceofschoolandsystemleadershipgainedasaPrincipal,ExecutivePrincipalandCEOofschoolsintheUKandinternationally.PaulhasbeenaregisteredOFSTEDInspector,andin2011wasrecognisedasanoutstandingsystemleaderthroughdesignationasaNationalLeaderofEducation.In2012,PaulwasinvitedtoparticipateintheNationalCollegeforTeachingandLeadership’sflagshipFellowshipProgramme.

DonnaKinderman,ViceChair&SafeguardingLead

AChairofGovernorssince2012,DonnaisaformerExtendedSchoolsCo-ordinatorfortheGeorgeSpencerfamilyofschools.Professionallyactiveineducationpractice,DonnanowworksataschoolinLongEaton.Withfourchildren,Donnaispassionateaboutallchildrenhavingtheopportunitytofulfiltheirpotential.

GeoffWeightman

Involvedinschoolgovernancesince2009,GeoffhelpedtosecuretwosuccessiveoutstandingjudgementsforGeorgeSpencerAcademy.AformerVice-PrincipalandassociateofGeorgeSpencerAcademyforover40years,GeoffhassecuredsignificantfundingsupportingbuildingandinnovationprojectsacrosstheTrustAcademies.

MichelleThompson

MichellehasabackgroundinHumanResources.CurrentlyemployedasaSeniorHRBusinessPartnerforDairycrest,MichellebecameamemberoftheTrustwhenitwasfirstestablishedinAugust2010.

JamesSmith

Withtwentyyears’seniorbusinessexperience,JamesisaDirectorofaregionalhousebuildingcompanybasedintheEastMidlands.Hebringstotheboardhisexperienceinpropertyplanning,development,investmentandlaw.Jameshastwochildren,bothofwhomarecurrentlyenrolledatChetwyndPrimaryAcademy.

TobyPreston

Tobyisacorporatelawyerandpartnerinalawfirm.HavingbeenbroughtupandlivedforanumberofyearsinSydney,Australia,Tobyismarriedwithtwochildren,bothofwhomattendChetwyndPrimaryAcademy,andhasbeenbasedinChilwellforover14years.

KellyVere

Kellyisanaward-winningtechnicalandresearch-skillsprofessionalattheUniversityofNottingham,andiscurrentlyundertakingaPhDineducation.AFellowoftheHigherEducationAcademyandaRegisteredScientist,KellyiscurrentlyonsecondmenttotheScienceCouncil.In2014,shewasawarded‘STEMTechnicianoftheYear’.

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Nicky-JaneKerr-Gilbert

Nicky-Janehassixteenyears’experienceofteachingandschools’leadershipgainedacrossNottinghamshire.NowaSeniorLectureratNottinghamTrentUniversity(NTU),Nicky-JaneisacourseandSCITTpracticeleader.In2016,Nicky-JanereceivedtheNTUVice-Chancellor’sAwardforOutstandingTeaching.

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TrustcontactsPosition Name

ChiefExecutiveOfficer PaulWest

ChiefOperatingOfficer StephenMitchell

DirectorofPrimaryEducation AngelaO’Brien

DirectorofSecondaryEducation FraserMitchell

DirectorofQualityandStandards LynnCox

DirectorofPartnershipsandOutreach RyanMetters

HeadofGovernanceandCompliance KateGodfrey

HeadofHR Vacancy

HeadofEstates

HeadofFinance

HeadofICT

MalcolmLucas

RachelHudd

PhilDixon

TrustAcademies*AshwoodSpencerAcademy www.ashwoodspencer.co.uk

ArnoldHillAcademy www.arnoldacademy.co.uk

ChellastonFieldsSpencerAcademy www.chellastonfieldsacademy.co.uk

ChetwyndPrimaryAcademy www.chetwyndprimaryacademy.co.uk

DerbyMoorAcademy www.derbymoor.derby.sch.uk

FairfieldPrimaryAcademy www.fairfieldprimaryacademy.co.uk

FarnboroughAcademy www.thefarnboroughacademy.co.uk

GeorgeSpencerAcademy www.george-spencer.notts.sch.uk

GlenbrookPrimarySchool www.glenbrooknottingham.org.uk

JohnPortSpencerAcademy www.johnport.derbyshire.sch.uk

HeanorGateScienceCollege www.heanorgate.org.uk

HiltonPrimarySchool www.hilton.derbyshire.sch.uk

LongFieldAcademy www.longfieldmelton.co.uk

InkersallPrimaryAcademy www.inkersallprimary.co.uk

TheMeaseSpencerAcademy www.themeaseacademy.co.uk

PortlandSpencerAcademy www.portlandspenceracademy.co.uk

RushcliffeSchool www.rushcliffe.notts.sch.uk

SunnysideSpencerAcademy www.sunnysidespenceracademy.co.uk

WyndhamPrimaryAcademy www.wyndhamacademy.org

*Includes2018entrants

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ChairsofGovernors2018-19AshwoodSpencerAcademy KateGodfrey(ChairofIEB)

ArnoldHillAcademy AndrewPicken

ChellastonFieldsSpencerAcademy NA

ChetwyndPrimaryAcademy PhilCooper

DerbyMoorAcademy VictorGreen

FairfieldPrimaryAcademy AndrewHalpin

FarnboroughAcademy TBC

GeorgeSpencerAcademy DavidMillington

GlenbrookPrimarySchool PatriciaShaw

JohnPortSpencerAcademy RobTice

HeanorGateScienceCollege Informationavailablebyapplicationtotheclerk

HiltonPrimarySchool BobGallear

LongFieldAcademy DebiWilliamson

InkersallPrimaryAcademy TBC

TheMeaseSpencerAcademy NA

PortlandSpencerAcademy TBC

RushcliffeSchool MatthewVarley

SunnysideSpencerAcademy DianneRaynor

WyndhamPrimaryAcademy TBC

LGBcontactsTheCompanySecretarytoSpencerAcademiesTrustisKateGodfrey.SpencerAcademiesTrustco-ordinatesclerkingservicesonbehalfofLGBs.PleasenotethatLGBcommitteesmaybeclerkedseparately.TheClerktotheLGBisthepersontowhomcorrespondenceshouldbeaddressed.AshwoodSpencerAcademy ClaireMcMillan

ArnoldHillAcademy Schooloffice@arnoldhillacademy.co.uk

ChellastonFieldsSpencerAcademy NA

ChetwyndPrimaryAcademy ClaireMcMillan

DerbyMoorAcademy VictorGreen

FairfieldPrimaryAcademy AndrewHalpin

FarnboroughAcademy admindept@thefarnboroughacademy.com

GeorgeSpencerAcademy LisaWiltshire

GlenbrookPrimarySchool HazelCharlton

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JohnPortSpencerAcademy TraceyBradbury

HeanorGateScienceCollege KylieBurbage

HiltonPrimarySchool clerkgovernors@hilton.derbyshire.sch.uk

LongFieldAcademy MariaBradley

InkersallPrimaryAcademy KateGodfrey

TheMeaseSpencerAcademy NA

PortlandSpencerAcademy ClaireMcMillan

RushcliffeSchool HazelCharlton

SunnysideSpencerAcademy ClaireMcMillan

WyndhamPrimaryAcademy LisaWiltshire

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InformationforDirectorsandGovernorsSpencerAcademiesTrusthasasupportiveworkingculturewhichisdesignedtosupportemployeesandvolunteers,includingDirectorsandmembersoflocalgoverningbodies.

WeworkincollaborationtoimproveeducationalstandardsacrossTrustschools,andworkincollaborationtodeliveronourgoals.Aboveall,weunderstandthatSpenceracademiesarecommunities;andthatweallbenefitfromcreatingaworkingenvironmentallcolleaguesfeelvaluedandabletoderivesatisfactionfromtheirwork.

Aspartofthis:

• WerecognisetheimportanceofoutstandinggovernanceasthekeytodrivingimprovementacrossTrustacademies

• WeencourageGovernorstoundertaketraininganddevelopment,andwhereappropriate,considertakingonadditionalgovernanceresponsibilitiesincludinglinkandexecutivegovernanceroles

• Weareopentoideaswhichhelptoimprovescrutinyandgovernance,andwhichencouragethesharingofgoodpracticebetweenschools

• Weareclearaboutourexpectationsofemployeesandofferatransparentandsupportiveworkingcultureinreturn.

FurtherinformationaboutSpencerAcademiesTrustcanbefoundthroughourwebsiteatwww.satrust.com.

CoreprinciplesSpencerAcademiesTrustrecognisessharedresponsibilitiesasunderpinningeducationdelivery.

AsharedsenseofresponsibilityandcommitmenttoTrustgoals

SpencerAcademiesTrustworkstoprovidethebestineducationopportunitiesandoutcomesforchildrenandyoungpeopleinthecommunitiesweserve.WeexpectstaffandvolunteersoftheTrustincludingLGBmemberstousetheirbestendeavorsinordertodeliveragainstoursharedgoals.

Sharedresponsibilityformaintainingasafeandsecureworkingenvironment

AllemployeesandpartnersoftheTrustareresponsibleforcreatingasafeandsecureworkingenvironmentinwhichtosupportchildrenandyoungpeople.Allcolleaguesareexpectedtoactivelypromoteasafeguardingculture;areresponsibleforhealthandsafetyinschool,andareexpectedtoexercisereasonablecareatalltimesacrosstheirworkingorvolunteeringpractice.

Dutyofmutualtoleranceandrespect

AllemployeesandpartnersoftheTrustareexpectedtotreateachotherwithconsiderationandrespect.Wheretherehasbeenanydiminutionofconfidenceorfailuretoreachthestandardsthatwesetourselves,theTrustandemployeesoftheTrustareexpectedtotakeresponsibility;workingtorestoreconfidenceandpositiveworkingrelationships.Particularly,weareexpectedtotreatcolleagues,parentsandothersaswewouldhopetobetreatedourselves,andevidencingprofessionalismandcourtesyatalltimes.

Anopenandtransparentworkingculture

SpencerAcademiesTrustpromotesanopen,transparentworkingculture,inwhichallemployeesandpartnersoftheTrustareabletoshareinformation–includingprotecteddisclosures-inasupportiveenvironment.Inreturn,LGBmembersandDirectorsareexpectedtopositivelycomplywithdisclosurerequirements,includingrelevantchangesinpersonalcircumstances.

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Clearlycommunicatedexpectationsandworkingpractices

AcademyexpectationsandworkingpracticesaresetoutintheTrustbodyofpolicies,whichincludesstatutorydocumentssharedatTrustandacademylevel.ItistheresponsibilityofLGBmemberstobefamiliarwithallrelevantTrustandlocalpolicies,andtoensurethattheirworkingpracticeiscontingentwithpolicyrequirements.

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SharedResponsibilities

SafeguardingSpencerAcademiesTrustregardsoursafeguardingresponsibilitiesasbeingofparamountimportance.AllemployeesandpartnersoftheTrustareexpectedtodotheirpartinordertocreateahealthysafeguardingcultureinschool.

AllemployeesandvolunteersoftheTrustmustcompleteanenhancedDBScheckandLevel2SafeguardingChildreninEducationtrainingbeforetakinguptheirrole,withstaffworkinginacademiesexpectedtomaintaintheirsafeguardingknowledgethroughadditionaltraininginschool.

AllcolleaguesshouldbefamiliarwithschoolSafeguardingandChildProtectionpoliciesandbeconfidentoftheirresponsibilitiesintheeventofadisclosure;whethermadebyapupilorstudentoftheschool,orbyacolleague.Ifyouareworriedaboutachildoryoungperson,youmustspeaktoamemberofthesafeguardingteaminschool.Designatedmembersofthesafeguardingteamsareidentifiedinallacademyreceptionsandonpostersthroughoutschools.

HealthandsafetyHealthandSafetyisasharedresponsibility.Basichealthandsafetytrainingwillbeofferedaspartofinduction,andshouldincludehelpingyoutobecomefamiliarwithrelevantsectionsoftheHealthandSafetyatWorkAct.Colleaguesareaskedtofamiliarisethemselveswiththeirworkarea,includinganytemporaryworkarea,andareexpectedtoexerciseduecareandattentioninordertominimiserisktothemselvesorothers.

PresenceonsiteAllsiteregistrationprotocolsmustbeobserved,andidentificationwornatalltimeswheninschool.

InformationgovernanceSpencerAcademiesTrustisaGDPRcompliantorganisationobservingrelevantdataprotectionlegislation.TrainingonGDPRissharedfornewemployeesaspartoftheinductionprocess;atwhichtimeyouwillalsobeaskedtosigntheconsentdocumentsrequiredtomaintainyourownemploymentrecord.

Followingdataprotectiontraining,staffareexpectedtounderstanddataprotectionrisksandrequirementsappropriatetotheirrole,andtoobservebestpracticeinaccordancewiththeTrustDataProtectionPolicyandGDPRHandbook.AcopyoftheGDPRHandbookandtheDataProtectionPolicyusedacrosstheTrustcanbefoundatwww.satrust.com.

UseofsocialmediaEmployees,volunteersandpartnersofSpencerAcademiesTrustarerequiredtoactresponsiblyonline.UseofnetworkingsitesincludingFacebook,TwitterandInstagramtomakeinappropriatecontactswithstudentsisprohibited.NopartneroremployeeoftheTrustshouldusesocialmediatoputthemselvesinapositionwhichcouldnotbedefendedasconstitutingreasonableconductwithinaschoolenvironment.

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Theprinciplesofgoodgovernance

ElementsofeffectivegovernanceTheNationalGovernorsAssociation(NGA)hasidentifiedtheeightelementsthatareessentialforgoodgovernance,whetheratacademyorTrustlevel.

Goodgovernance

1. therightpeoplearoundthetable2. understandingrolesandresponsibilities3. goodchairing4. professionalclerking5. goodrelationshipsbasedonTrust6. knowingtheschool–thedata,thestaff,theparents,thechildren,thecommunity7. committedtoaskingchallengingquestions8. confidenttohavecourageousconversationsintheinterestsofthechildrenandyoungpeople

TheDepartmentofEducationCompetencyFrameworkforGovernancedefinesgoodgovernanceasfollows:“Effectivegovernanceprovidesconfident,strategicleadershiptoorganisationsandcreatesrobustaccountability,oversightandassurancefortheireducationalandfinancialperformance.Itisambitiousforallchildrenandyoungpeople,infusedwithapassionforeducationandacommitmenttocontinuousschoolimprovementthatenablesthebestoutcomes.Itisgroundedinrealityasdefinedbyhigh-qualitydataandisdrivenbyinquisitive,independentmindsandthroughconversationsfocusedonthekeystrategicissueswhichareconductedwithhumility,goodjudgement,resilienceanddetermination.

“ACompetencyFrameworkforGovernance”.GovernanceatacademylevelinSpencerAcademyTrustsschoolsistheresponsibilityof‘LocalGoverningBody’s’(LGBs).LGBmembers–sometimesreferredtoaslocalGovernors–playacriticalrolewithintheTrust,providingthesupportandscrutinywhichdriveshighstandardsandimprovementacrossouracademies.

TheroleofLGBmembersistoensurethatthemanagementoftheschoolplacestheinterestofchildrenandparentsfirst,andtohelpmaintainstronglinksbetweentheschoolandthelocalcommunity,shapingthefutureofourschools.

Whatmakesagoodgovernor?AccordingtotheGovernanceCompetencyFramework,thereisnosuchthingasa‘natural’schoolgovernor,butratheracademiesbenefitfromgoverningbodieswhichreflecttheirrelationshipsto,andthenatureof,thecommunitiesaroundtheschool.Inthewordsoftheframework,‘theprinciplesandpersonalattributesthatindividualsbringtotheboardareasimportantastheirskillsandknowledge.’

Thatsaid,allthoseelectedorappointedtogovernancerolesareexpectedtofulfiltheirdutiesinlinewiththesevenprincipalsofpubliclifesetoutbelow(theNolandPrinciples).Theyshouldbemindfuloftheirresponsibilitiesunderequalitylegislation,recognisingandencouragingdiversityandinclusion.Perhapsmostofall,theyshouldunderstandingimpactofeffectivegovernanceonthequalityofeducationandonoutcomesforallchildrenandyoungpeople.

Inaddition,theCompetencyFrameworksetsoutthatallthoseinvolvedingovernanceshouldbe:

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Thequalitiesofgoodgovernance Committed

Devotingtherequiredtimeandenergytotheroleandambitioustoachievebestpossibleoutcomesforyoungpeople.Preparedtogivetime,skillsandknowledgetodevelopingthemselvesandothersinordertocreatehighlyeffectivegovernance.

Confident

Ofanindependentmind,abletoleadandcontributetocourageousconversations,toexpresstheiropinionandtoplayanactiveroleontheboard.

Curious

Possessinganenquiringmindandananalyticalapproachandunderstandingthevalueofmeaningfulquestioning.

Challenging

Providingappropriatechallengetothestatusquo,nottakinginformationordataatfacevalueandalwaysdrivingforimprovement.

Collaborative

Preparedtolistentoandworkinpartnershipwithothersandunderstandingtheimportanceofbuildingstrongworkingrelationshipswithintheboardandwithexecutiveleaders,staff,parentsandcarers,pupils/students,thelocalcommunityandemployers.

Critical

Understandingthevalueofcriticalfriendshipwhichenablesbothchallengeandsupport,andself-reflective,pursinglearninganddevelopmentopportunitiestoimprovetheirownandwholeboardeffectiveness.

Creative

Abletochallengeconventionalwisdomandbeopen-mindedaboutnewapproachestoproblem-solving;recognisingthevalueofinnovationandcreativethinkingtoorganisationaldevelopmentandsuccess.

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TheNolanPrinciplesofPublicLifeMembersandDirectorsmustatalltimescomplywiththeprinciplesintheCodeofConductforBoardMembersofPublicBodies.DirectorsareexpectedtoactingoodfaithandinthebestinterestsofSAT,followingtheSevenPrinciplesofPublicLife(NolanPrinciples).

Selflessness

Holdersofpublicofficeshouldtakedecisionssolelyintermsofpublicinterestandnotintheinterestsofthemselves,theirfamilyortheirfriends.

Integrity

Holdersofpublicofficeshouldnotplacethemselvesunderanyobligationtoathirdpartywhichmightinfluencethemintheperformanceoftheirpublicduties.

Objectivity

Alldecisionsinvolvingawardingcontracts,benefitsorrewardsshouldbemadeonmerit.

Accountability

Holdersofpublicofficeareaccountabletothepublicfortheiractionsandshouldsubmitthemselvestowhateverscrutinyisappropriatetotheiroffice.

Openness

Holdersofpublicofficeshouldbeasopenaspossibleaboutthedecisionsandactionstheytake.Theyshouldgivereasonsfortheirdecisionsandrestrictinformationonlywhenthewiderpublicinterestclearlydemandsit.

Honesty

Holdersofpublicofficehaveadutytodeclareanyprivateinterestsrelatingtotheirpublicdutyandresolveconflictssoastoprotectthepublicinterest.

Leadership

Holdersofpublicofficeshouldpromoteandsupporttheseprinciplesbyleadershipandexample.

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SATCorporateInformation

VisionstatementSpencerAcademiesTrustprovidesanoutstandingeducationforlocalchildren.Weworkcollaborativelytoachievethebestpossibleoutcomesforallyoungpeople,inanenvironmentwherepartnershipisvaluedandsuccessiscelebrated.Oureducationdeliversreallifeexperiencesforstudentsandpromotesindependentenquiryandstimulatesintellectualcuriosity,whilstdevelopingastrongsenseofindividualresponsibilityandapersonalbeliefandconfidence.Ourstudentsfulfiltheirpotentialandmakeunparalleledprogress.TheyleaveSpencerfullypreparedforthenextphaseoftheireducationandwithopportunitiestobecomefutureleaders.

Webelieve:

• Allchildrenhavearighttoaqualityeducationregardlessofbackgroundorability,andhaveanentitlementtotheopportunityofasecureprogressionrouteintheirlearninganddevelopment;andthat

• schoolsarestrongerwhentheyworkincollaboration;operatingwithina‘family’ofschools,andopentoatruesenseofpartnership.

Wegrowtheeffectivenessandsustainabilityofourschoolsbydevelopingthepeoplewithinthem,andbelievethatthroughsharedandequitableresponsibilityforqualityandoutcomes,weachievemore.

CoreprinciplesSATaspirestoimprovethelifechancesofchildrenandyoungpeoplebyraisingaspirationandfulfillingpotential.Everythingwedoisaboutthefutureofourpupilsandstudents.

OrganisationAcademyTrustsareresponsibleforachievingeducationaloutcomesandensuringregularity,proprietyandvalueformoney.AcademyTrustsascompaniesenterintoalegalcontractknownasaFundingAgreementwiththeSecretaryofState.TheFundingAgreementregulatesouroperationbyimposingeducational,financialandotherobligationsinreturnforfunding.TheTrustisresponsibleforensuringthatfundsareusedonlyinaccordancewithagreedpowers.

StructureSATisaMulti-AcademyTrust(MAT)establishedin2011.WesignoneFundingAgreementwiththeDepartmentforEducationonbehalfofalltheAcademiesinthegroup.TheMembersarethesubscriberstotheTrust’sMemorandumofAssociation.TheyhaveanoverviewofthegovernancearrangementsoftheTrustandthepowertoappointandremoveDirectors.TheBoardofDirectors(BoD)istheGoverningBodyfortheorganisationandremainsaccountableinlawandtoOFSTEDfortheexerciseofitsfunctions.SATactsasoneemployeracrossalloftheAcademiesitoperates.

ForfurtherinformationabouttheMembersandDirectorsofSAT,pleaseseetheSATwebsiteatwww.satrust.com.

MembersmeetatleastannuallyandtheBoardofDirectorsatleastfourtimesayear.TherulesandmethodsofoperationaresetoutintheSAT’spublishedMemorandumandArticlesofAssociation.TheBoardofDirectors(BoD)setsoutSATGroupstrategyandoperationalpolicyinkeyareaswhicharethenappliedwithinandacrossallouracademiesthroughtheorganisationalframeworkandschemesofdelegation.

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TheChiefExecutive,alongwiththeDirectorsofEducationandFinance,isamemberoftheBoardofDirectorsandistheAccountingOfficerforSAT.TheAccountingOfficer,onbehalfoftheBoD,takespersonalresponsibility(whichmustnotbedelegated)forassuringcompliancewiththeAcademiesFinancialHandbook(AFH),theFundingAgreement(FA)andallrelevantaspectsofcompanyandcharitablelaw.TheChiefExecutivehasresponsibilityundertheguidanceofTrustDirectorsfortheoverallorganisation,managementandstaffingoftheorganisation,andforitsproceduresinfinancialandothermatters,includingconductanddiscipline.

Underthepowersdelegatedtohim,theChiefExecutiveOfficerhasestablishedtheExecutiveLeadershipTeam(ELT).TheELTmonitorsandsupportstheworkofAcademiestohelpensureconsistentpracticeacrossthegroup,includingbutnotlimitedtoresponsibilitiesaroundfinance,humanresources,estatesandICT.TheELThaswide-rangingresponsibilitiesacrossallacademieswithinthegroupformanagingandassuringqualityimprovement,andhasapprovedthecreationofcentralimprovementteamsforthispurpose.

EachindividualAcademywithinthegrouphasaLocalGoverningBody(LGB),whichisasub–committeeofthemainSATBoard.TheBoardofDirectorsformallydelegatesarangeofpowerstoLGBs.

StandardsAcademieswithintheSATgroupofschoolswillevidence:

• highexpectationsbothforindividualsandforthecommunitiesinwhichacademiesarelocated• valuesincludingsocialresponsibility,aspiration,honesty,equalityandconsiderationforothers• abeliefininnovationandcreativeexplorationwithinthecurriculum,whichhelpstopromote

intellectualcuriosityandresilience

Academieswill:

• promoteinclusionandcollaboration,workinginpartnershipwithlocalagencies• berecognisedascommunitiesinwhichcourtesy,co-operation,enterpriseandinitiativeare

paramountandwheretoleranceispracticed;and• holdaplaceatthecentreofcommunitylife,promotingcommunitydevelopmentand

cohesion.

StrategicobjectivesTheBoardofDirectorshassetoutstrategicobjectivesforSAT.

Strategicobjectiveshavebeensetto:

• acceleratethepaceofacademyimprovementtoensureallschoolsdeliverthebestoutcomesfortheirstudents

• increasetheproportionofgoodorbetteracademieswithintheTrust• promoteawidereducationalexperienceforallourstudents,inparticularthosefroma

sociallychallengingcontext• expandprovisionforrecruitment,trainingandCPDtoensurethedevelopmentand

maintenanceofanexpertworkforce• ensureourgovernanceremainsrobustandappropriateinthecontextofpublicaccountability

andcorporategrowth• deliverfinancialstabilityandsustainabilityforSATandmemberacademies

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TrustdelegationtotheExecutiveTheBoardofDirectorsdelegatespowersthroughtheSchemeofDelegation(SoD),includingtoTrustexecutiveleaders.Responsibilitiesaresharedbetweenexecutiveleaders,principalsandseniorleadershipteamsinschoolunderthetermssetoutintheSoD.

AsummaryofthesharingofauthorityandresponsibilitiessetoutintheSoDisprovidedbelow.

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SATDelegationSummaryKey R Responsible A Accountable S Support C Consulted I Informed Function No Activity BoD Executive LGB AcademyPeople 1 Toensurethatanapprovedappraisalpolicyisinplace A R I I 2 Tomanageappraisalandperformancemanagementof

thePrincipalA R S I

3 Maintainaccurate,secureandlegallyappropriateemployeerecords

A S S R

4 Tomanagetheappraisalofacademystaff A I I R

Structures 1 TodeterminethescopeofcentralservicesandimprovementfunctionstobedeliveredbySATtoandonbehalfofacademies

A R I I

2 ToidentifyadditionalservicestobeprocuredonbehalfoftheAcademy

A R I C

3 Toensurecentrallyproducedservicesprovidevalueformoney

A R I C

4 Tosetthetimesofschoolsessionsandthedatesofschooltermsandholidays

R C I A

5 ToconsiderrequestsfromotherschoolstojoinSAT A R I I

Waysofworking

1 Toproposetargetsforpupilandstudentachievement A S S R

2 Toagreetargetsforpupilandstudentachievement A R C C

3 Topublishabehaviourpolicy A R S S

4 Toreviewtheuseofexclusion A I R S

5 Todirectreinstatementofexcludedpupils A I R I

6 ToproducetheAcademyDevelopmentPlan A I S R

7 ToagreetheAcademyDevelopmentPlan S A S R 8 Todrawupgoverningdocumentsandtoamend

governingdocumentswhenrequiredA R I I

9 Toapprove(andremove)anLGBchair A R I I 10 Toappoint(anddismiss)aclerktoanLGB A R I I

11 ToholdafullLGBmeetingatleastthreetimesinaschoolyear

A I R S

12 Toappoint,removeandactivelyseekLGBmembers A R C I 13 TosetupandmaintainaregisterofLGBmembers

PersonalInterestsA S R I

14 ToapproveaBoardexpensesscheme A R I I 15 Toconsiderwhethertoexercisedelegationoffunctionsto

individualsorcommitteeA R S I

16 ToregulateLGBprocedures A R C I 17 TodeterminethedevelopmentneedsofGovernorsand

putinplaceanappropriateprogrammeA S R I

18 Todevelopasafeguardingpolicyinlinewithstatutoryrequirementsandbestpractice

A R I R

19 TodeterminethosepolicieswhichwillbedevelopedbySATandmandatoryforallSATacademies

A R I I

20 ToprovidetoSAT,onanannualbasis,copiesofallcurrentpoliciesandprocedures,andtoreviewandupdatepoliciesheldinacademies

A I R S

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21 Topublishacomplaintsprocedurepolicy A R I I

22 Todecidetoofferadditionalactivitiesandwhatformtheseshouldtake

A I I R

23 Toputintoplaceadditionalservicestobeprovided A I I R

24 Toensuredeliveryofservicesoffered A R I R 25 ToimplementtheTrustsafeguardingpolicy A R R R

26 Maintainaccurateandeffectiveandsecurepupilrecords A I S R

27 Setthemonitoringandevaluationcycle A R I C 28 Ensurecompliancewithdataprotectionlegislationand

goodpracticeA R I S

29 Assembledataforpupilassessmentandotherreturns A C I R

Education 1 Todevelopacurriculumpolicy/statement A C I R

2 Toimplementcurriculumpolicy/statement A C S R 3 Toprohibitradicalisation,andpromoteequality,diversity

andtoleraceandensurethebalancedtreatmentofpoliticalissues

A S R R

4 EnsureprovisionofREinlinewiththeschool'sbasiccurriculum

A I S R

5 Todischargedutiesinrespectofpupilswithspecialeducationalneedsanddisabilities

A R I R

6 Qualityofteaching A R S R 7 Pupilandstudentoutcomes A R S RBoardImprovementandinspection

1 Post-inspectionactionplan A R I R

Pupilwellbeing 1 Ensureprovisionoffreeschoolmealstoeligiblepupils A I I R

2 TopublishandkeepuptodateawrittenSexandRelationshipsEducationPolicy

A I I R

Staffing 1 Toappointaprincipalthroughappropriateselectionpanel

A R C I

2 Toappointadeputyprincipalthroughappropriateselectionpanel

A C C R

3 Toagreeapaypolicy A R I C 4 Toexercisepaydiscretions A R S I 5 Toestablishdisciplinaryandcapabilityprocedures A R C I 6 Dismissalofprincipal A R I I 7 Suspensionofprincipal A R I I 8 Endingofsuspensionofprincipal A R I I 9 Formulationofemploymentpolicies A R I C 10 Formulationofstaffhandbook A R I C 11 Pre-recruitmentchecks A R I I 12 ToappointleadersotherthanprincipalsandSLT A C S R 13 Toappointnon-teachingstaff A C S R 16 Dismissalofstaffotherthanprincipals A R I C 17 Suspensionofstaff A R I R 18 Endingofsuspensionofstaff A R I R 19 Determiningstaffcomplementwithinagreedbudget A R I R 20 Determiningdismissalpaymentorearlyretirementofthe

principalA R I I

21 Determiningdismissalpaymentorearlyretirementofothers

A R I I

22 Conductofstaffappraisals A C I R

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Admissionsandorganisationalchange

1 Changestoadmissionspolicy A R C R

2 Admissionsandapplicationsdecisions A I C R 3 Ifappropriate,toappealagainstadirectiontoadmita

pupilA C I R

Controlandcommunityuseofpremises

1 Topublishahealthandsafetypolicy A R I C

2 Tomaintainbuildingsinsuranceandpublicliability A R I C

3 Todevelopacademybuildingsandfacilitiesestatestrategy

A R I I

4 Producingandmaintainingbuildings,includingdevelopingaproperlyfundedmaintainanceplan

A R S S

5 Toensurethathealthandsafetyregulationsarefollowed A R S R

6 Premisessecurity A S S R 7 Premisesmanagement A S S RSchoolfinance 1 Todevelopandproposetheacademybudget A R C R

3 Toplan,manageandmonitorregularexpenditureandfinancialreports,andtoidentifyactualorpotentialitemsofbudgetoverspentandunderspend

A R I R

5 Toestablishfinancialdecisionlevelsandlimits A R I I 6 Toestablishachargingandremissionspolicy A R I I

7 Toappointtheinternalauditorfortheacademy A R I I 8 Agreeingmiscellaneousexpenditureoutsidetheagreed

budgetA R I I

9 ToenterintoadditionalcontractswhichexceedtheagreedannualbudgetallocationwithinlimitsestablishedintheFinancialRegulationsManual

A R I I

10 ToauthoriseacquisitionofassetswithinlimitsspecifiedintheFinancialRegulationsManual

A R I I

11 ToauthorisedisposalofassetswithinlimitsspecifiedintheFinancialRegulationManual

A R I R

12 Toappointexternalauditors A R I I 13 Tomakepaymentswithinagreedfinanciallimits A R I R 14 Tocollectincomeduetotheacademy A R I R 15 Tomaintainproperfinancialrecordsfortheacademy A R I R

16 Topreparemonthlyaccountsfortheacademy A R I R

17 Tomonitorcompliancewithapprovedfinancialprocedures

A R S R

18 Todevelopriskmanagementstrategies A R I I 19 TodecidehowtoapplyPupilPremiumfunding A S I RInformationsharing

1 Topublishtheacademyprospectus A R I I

2 Toensureacademywebsitesarefullycompliant A R S S

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TrustCentralServicesTrustCentralServices(TCS)areresponsiblefordeliveringthecentralisedservicesandfunctionswhichsupportthenon-teachingoperationsofmemberacademies.Bybringingtogethersupportservicesfromacrossthegroup,SpencerAcademiesTrustassuresconsistentworkingpracticesandbestvalueforschools.

Centralisedservicesinclude:

• educationalstrategy• financialmanagement,centralisedpurchasingandpayroll• HRandlegaladvice• ICTstrategyandprocurement• curriculumdesignsupport• leadershipdevelopmentatallphasesofeducation• governancesupport• estatesmanagementincludinghealthandsafetycompliance• supportandancillarystaffdeployment• recruitmentsupport• continuingprofessionaldevelopment(CPD)andtraining;• auditservices;• qualityassuranceincludingassessment,dataandanalytics• TeachingSchoolssupport;and• SchoolsDirectandNQTsupport.

Additionally,schoolsareabletoaccesscentralisededucationattainmentandstandardssupportthroughthesubjectdirector,academyangelsandRapidImprovementTeam(RIT)facilities.

AllmembersofCentralServicesaredirectlyaccountabletotheChiefExecutiveOfficer(CEO)ortotheChiefOperatingOfficer(COO).

Supportservicesdepartmentsresponsiblefordelegatedpowersinclude:

HumanResources

SATistheemployerofallstaffworkingincentralteamsandacademiesandisresponsibleforsettingpayandconditions;recognisingthestatutoryguidanceonpayandconditionsforteachers.

SAThavestandardpoliciesinrespectofallHRmatterswhichareappliedequallytoTrustandacademystaff.

SATrecognisesprofessionalassociationsandvaluestheircontributionaspartofpromotingapositiveworkingenvironment.

Finance

SATFinancestaffapprovesallacademybudgetsandsubmitsthemtotheEducationFundingAgency(EFA).TheBoDisresponsibleforensuringtheannualauditofaccounts,andforsubmittingthestatutoryStatementsofAccounttotheappropriateexternalauthorities.

TheBoDapprovestheappointmentofauditors,receivestheirreportsandisresponsibleforensuringthatanyrecommendationsareimplementedandprogressmonitored.

CentralImprovementTeams(CIT)CentralImprovementTeamssupportimprovedstandardsofeducationalachievementformemberacademiesaspartofthesharedjourneytooutstandingeducation.CITstaffleadoneducationalattainmentandstandardsacrosstheTrust.Theyensureconsistentmethodsofoperationwithin

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academies,bysupportingandquality-assuringtheworkoftheAcademySeniorLeadershipTeam(SLT).

CentralimprovementfunctionsareledbytheDirectorsofSecondaryEducationandPrimaryEducationrespectively.ResourcesavailabletotheDirectorofSecondaryEducationincludeSubjectDirectors,andinprimary,theAcademyAngelandRapidImprovementTeams.

TheDirectorsofPrimaryandSecondaryEducationarechargedwithsupportingandagreeingtheproductionofAcademyDevelopmentPlans,whicharereviewedandadjustedannuallyagainststrategicobjectivessetbytheBoardofDirectorsandimprovementprioritiesagreedbytheSATexecutiveteam.

PolicyDevelopmentSATpoliciesandoperationalproceduresarecentrallyformulatedandreviewedasrequiredbyexecutiveleadersunderpowersdelegatedfromtheBoD.Theprincipalisresponsibleforcommunicatingandoverseeingimplementationofpoliciesatacademylevel.Aspartoftheiroversightrole,LocalGoverningBodies(LGBs)areresponsibleforsupportingpolicycommunicationandtheimplementationofpoliciesatlocallevel.

Academiesarefreetodevelopandadoptadditionalpoliciesrelevanttotheirindividualcircumstances.AnyacademyspecificpoliciesmustbedevelopedtobeconsistentwithSATvaluesandoperatingframeworksandmustberegisteredwiththeHeadofGovernanceforinclusioninthecentralpolicyarchive.

ThefollowinglistofpoliciesaremaintainedonbehalfoftheTrust.ThesepolicieshavebeenapprovedbytheBoardofDirectorsasthegoverningbodyoftheTrustandapplytoallSATAcademiesandcentralteams.

• Appraisalpolicy• ChargingandRemissionsPolicy• CodeofConduct• ComplaintsPolicy• DataProtectionandInformationGovernancePolicy• DisciplinaryPolicy• DirectorsandGovernorsAllowances• EqualityandDiversityPolicy• FreedomofInformationPolicy• GrievanceProcess• HealthandSafetyPolicy(Locallyreviewed)• Paypolicy• PerformanceManagementandCapabilityPolicy• PublicSectorEqualityStatementand• RecruitmentandSelectionPolicy• SafeguardingandChildProtectionPolicy(Locallyreviewed)• SicknessandAbsencePolicy• WhistleblowingPolicy

Additionally,academiesareexpectedtopublish:

• AccessibilityPlan• AdmissionsPolicy• Anti-bullyingPolicy• AttendancePolicy• BehaviourPolicy

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• EqualitiesObjectives• SENDPolicy

PrincipalsareresponsibleforcommunicatingpoliciestostaffandtotheLGBattheiracademyandforoverseeingimplementation.ThePrincipalisresponsibleforensuringthatstatutorypoliciesareprovidedtoallnewstaffaspartofAcademyinductionarrangementsandforensuringthatrecordsofstaffacceptanceofpoliciesareretainedattheAcademy.

Aspartofitsoversightrole,theLGBisresponsibleforqualityassuringtheimplementationpoliciesatacademylevel.

AcentralregisterofpoliciesismaintainedbySATwithsharedpoliciespublishedthroughtheTrustwebsite.NewsharedpolicieswillbedrawntotheLGB’sattentioninthenextfullmeetingfollowingissue.

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TheBoardofDirectors

BoardDelegationSpencerAcademiesTrustisacharitablecompanysubjecttocompanylawanditisanotforprofitorganisation.SATisaMultiAcademyTrust(MAT).TheSATBoardofDirectorsisthelegalgoverningbodyoftheMAT.

TheBoardofDirectors(BoD)setsoutSATgroupstrategyandoperationalpolicyinkeyareaswhicharethenappliedacrossacademiesthroughtheorganisationalframeworkandschemesofdelegationtoLocalGoverningBodies(LGBs).Boardmembersactcollectively:withtheexceptionoftheCEOtheydonothaveindividualexecutiveauthority.TheBoardhasdelegatedtotheChiefExecutiveallresponsibilityfortheday-to–daymanagementofthecompany.

SchemeofDelegationTrustgovernanceisoutlinedinanumberofstatutorydocumentsincludingtheSchemeofDelegation(SoD)

Undereducationlaw,theboardofDirectorsisaccountableforalldecisionsmadeacrosstheTrust.Thisdoesn’tmeanhoweverthatDirectorsareexpectedtoplayaroleinthedaytodaymanagementofSpencerschools.ManydecisionscanandshouldbedelegatedtoTruststaffincludingtheCEOandCOO,toacademyprincipalsandtolocalgoverningbodies.

Theschemeofdelegation(SoD)isthekeydocumentwhichdefinestheselinesofresponsibilityandaccountabilityinaMAT,includingtherelationshipbetweencentralresourcesandoperationalsupportandacademies.

Everymulti-academyTrustshouldhaveaschemeofdelegation,settingoutarrangementsagreedwiththeboardofDirectorsandwhichreflecttheindividualnatureoftheTrust.DelegationtakesintoaccountthesizeoftheMAT,thewayinwhichleadershipisstructuredandthegeographicalspreadofmemberschools.

AsuccessfulschemeofdelegationdescribesasimpleconstructivesystemunderwhichTrustmembers,Directors,committeesoftheboard–includinglocalgoverningbodies;executiveleadersandacademyprincipalsareclearabouttheirrolesandresponsibilities,andthepartthattheyplayindeliveringontheTrustmission.

SpencerAcademiesTrustwasfoundedin2010,atwhichpointafoundingSchemeofDelegationwasagreed.TheTrusthavinggrownbeyondthemaximumoftenmemberschoolsagreedintheoriginalfoundingdocuments,arevisedschemeofdelegationwasagreedandadoptedonthe1stJuly2018.

Acopyoftheschemeofdelegationisavailableathttp://satrust.com/wp-content/uploads/2018/05/Scheme-of-Delegation.pdf

Sub-committeesoftheBoardTheboardofDirectorsoperatesthroughsub-committeesestablishedtoprovidedetailedscrutinywherethisisrequired.Sub-committeesoftheBoardinclude:

• QualityandStandardsCommittee• AuditandRiskCommittee(requiredonceannualincomeexceeds£50,000,000)• Resources(Finance,CapitalandPersonnel)Committee• EstatesCommittee

Inaddition,theBoDhasaRemunerationCommittee,madeupofNon-ExecutiveDirectors.TermsofReferenceforallBoDSubcommitteesarereviewedonatleastanannualbasis,andareavailableonrequest.

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MembersTheMembersareakintotheshareholdersofacompany.Membershaveultimatecontroloveramulti-academyTrust,withtheabilitytoappointsomeoftheDirectorsandtherighttoamendtheTrust'sArticlesofAssociation.TheyaretheguardiansofthevaluesandprinciplesoftheTrust.

MembersofSpencerAcademiesTrustMembersare:

• JonathanDale• AndrewTalbot• MichelleThompson

TheresponsibilitiesofMembersinclude:

• Constitutionalmatters• AppointmentorremovalofDirectors• HoldingmeetingsinaccordancewithArticlesofAssociation

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DirectorsDirectorsareresponsibleforstrategiccoregovernancefunctions,including:

• ensuringclarityofvision,ethosandstrategicdirection• holdingtheChiefExecutiveOfficer(CEO)andtheExecutiveteam,ourPrincipals/Headof

Schoolstoaccountfortheeducationalperformanceofourschools,pupilsandstaff;and• overseeingthefinancialperformanceoftheTrustandourschoolsandensuringthat

fundsenTrustedtoSATarespentincompliancewithstatutoryrequirements

AsCharityTrustees,Directorsmustalsoensurethattheycomplywithcharitylawrequirements.Undercharitieslaw,Directorsmust:

• holdmeetingsinaccordancewithArticlesofAssociation;• appointtorolenecessarytoBoardincludingtheChair,ViceChairandClerk;• establishcommitteesandtheirtermsofreference;• decidewhichfunctionsoftheBoardwillbedelegatedtocommittees,groupsandindividuals;• receivereportsfromanyindividualorcommitteetowhomadecisionhasbeendelegatedand

considerwhetheranyfurtheractionbytheBoardisnecessary• reviewthedelegationarrangementsannually;and• supporttheappointmentofexecutiveandleadershipstaffunderthetermssetoutinthe

SchemeofDelegation.

UndertheCompaniesAct2006Directorsmust:

• actwithintheirpowers• promotethesuccessofthecompany,exercisingtheirindependentjudgmentandexercising

reasonablecareskillanddiligence;and• avoidconflictsofinterest,notacceptingbenefitsfromthirdpartiesanddeclaringany

interestinproposedtransactionswiththecompany.

Undercharitylaw,theBoardofTrustees(knowninternallyastheBoardofDirectors)arealsorequiredto:

• acttogetherandinpersonandnotdelegatecontrolofthecharitytoothers• actstrictlyinaccordancewiththeTrust'sgoverningdocuments• actintheTrust'sinterestsonlyandwithoutregardtotheirownprivateinterests• managetheTrust'saffairsprudentlythroughoutthelifeoftheTrust• notderiveanypersonalbenefitorgainfromtheTrustofwhichtheyareTrustees;and• takeprofessionaladviceonmattersonwhichtheyarenotthemselvescompetent.

UndertheArticlesofAssociation,Directorsarechargedwith:

• managingthebusinessoftheTrust;• managingthefundsoftheTrustinsuchmannerastheyshallconsidermostbeneficialforthe

organisation;• toenterintocontractsonbehalfoftheTrust;and• tocomplywithobligationsundertheCompaniesActandCharitiesActwithregardstothe

preparationandfilingoftheannualreport,accountsandannualreturn.

Inexercisingthesepowersandfunctions,theBoDmayconsideranyadvicegivenbytheChiefExecutiveandanyotherexecutiveofficer.

Directorsmaydelegatetoanydirector,committee,theChiefExecutiveoranyotherexecutiveofficer,suchoftheirpowersorfunctionsastheyconsiderdesirable.

Delegationmaybesubjecttoconditions,mayberevokedoraltered,andmayincludesuchpowersandfunctionsasrequiredbytheChiefExecutiveandPrincipalsfortheinternalorganisation,

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managementandcontrolofacademies,includingtheimplementationofallpoliciesapprovedbytheDirectorsandforthedirectionofteachingandthecurriculum.

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DelegationtotheCEOAsof1September2017SpencerAcademiesTrustformallyappointedPaulWestasChiefExecutiveOfficerandAccountingOfficer.InaccordancewiththecurrentAcademiesFinancialHandbook(theHandbook)theresponsibilitiesoftheAccountingOfficerarelistedbelow.

ResponsibilitiesoftheAccountingOfficerTheAccountingOfficerhasresponsibilityundertheBoDfortheoverallorganisation,managementandstaffingoftheorganisationandforitsproceduresinfinancialandothermattersincludingconductanddiscipline.

TheAccountingOfficerispersonallyresponsibletoParliamentandtotheAccountingOfficeroftheEducationFundingAgency(EFA)fortheresourcesunderhisorhercontrol.Thisincludes:

• theproprietyandregularityofthepublicfinancesforwhichheorsheisanswerable• thekeepingofproperaccounts• prudentandeconomicaladministration• theavoidanceofwasteandextravagance;and• ensuringvalueformoneyandfortheefficientandeffectiveuseofalltheresourcesinhis

orhercharge.

TheAccountingOfficermustadvisetheBoardofTrusteesinwritingif,atanytime,inhisopinion,anyactionorpolicyunderconsiderationbytheBoardisincompatiblewiththetermsoftheHandbookortheFundingAgreement.Similarly,theAccountingOfficermustadvisetheBoardinwritingiftheBoardappeartobefailingtoactwhererequiredtodosobythetermsandconditionsoftheHandbookorFundingAgreement.

WheretheBoardofTrusteesismindedtoproceed,despitetheadviceoftheAccountingOfficer,theAccountingOfficermustconsiderthereasonstheBoardgivesforitsdecision.If,afterconsideringthereasonsgivenbytheBoard,theAccountingOfficerstillconsidersthattheactionproposedbytheBoardisinbreachoftheHandbookortheFundingAgreement,theAccountingOfficermustadvisetheAccountingOfficeroftheEducationFundingAgencyinwritingoftheposition.

TheAccountingOfficermustbringanylettersreceivedfromtheAccountingOfficeroftheEducationFundingAgencytotheattentionoftheTrustees.

TheAccountingOfficer,undertheguidanceoftheBoard,mustensurethatthereisappropriateoversightoffinancialtransactions.Indoingso,heorshemust:

• ensurethatbankaccounts,financialsystemsandfinancialrecordsareoperatedbymorethanoneperson;

• ensurethattheMultiAcademyTrust’s(MAT’s)propertyisunderthecontroloftheTrusteesandthatmeasuresareinplacetopreventlossormisuse;

• keepfullandaccurateaccountingrecords;and• prepareaccrualsaccountsgivingatrueandfairviewoftheMAT’sincomingresourcesduring

theyearandthestateofaffairsatyearendinaccordancewithexistingaccountingstandards.

TheAccountingOfficerisrequiredtosubmittotheEFAacopyofthefinalbudgetinaformspecifiedbytheEFAbyadatetobenotifiedeachfinancialyear.TheAccountingOfficerisfurtherrequiredtocompleteandsigntheAccountingOfficer’sstatementandthevalueformoneystatementaspartoftheannualreportaccompanyingtheMAT’sfinancialstatements.

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IntheeventofsafeguardingorchildprotectionconcernsrelatingtotheconductofSATemployees,theChiefExecutiveOfficerisempoweredtotakeimmediateaction.AllactiontakenunderthispowerissubjecttoreviewbythenextmeetingoftheBoD.

DelegationtotheChiefOperatingOfficerResponsibilitiesoftheChiefExecutiveOfficerinthedaytodayfinancialmanagementofthebudgetaredelegatedtotheChiefOperatingOfficer(COO).StephenMitchellwasappointedastheSATCOOon19February2018.

ReportingtotheAccountingOfficer,theChiefOperatingOfficermustensurethat:

• anannualbudgetplanissubmittedforapprovalduringthesummerterm.IffinalbudgetnotificationfromtheEFAisawaited,adraftbudgetwillbepreparedforapprovaltobeadjustedinthenewfinancialyear;

• endofyearaccountsareprepared,auditedandsubmittedtotheEFAinaccordancewiththeEFAnotifiedtimescales

• financialreportsareprovidedtotheappropriateBoDsub-committeeatleasttermly

Additionally,theCOOwillmanagetheannualthree-yearstrategicfinancialplan,reflectingfinancialandoperationalresourcesoftheTrust.

AlldelegationstatementwillbereviewedandupdatedbytheBoardofDirectorsonanannualbasis.

DeclarationsofBusinessandPecuniaryInterestsAllMembers,Directors,MembersofLocalGoverningBodiesandExecutivestaffholdingdelegatedauthoritymustensurethattheyarefamiliarwithSAT’srulesandpracticesondeclarationsandavoidanceofconflictsofinterests.

InaccordancewiththeEFA‘AcademiesFinancialHandbook2015’,AcademiesmustcaptureallbusinessandpecuniaryinterestsforTrustees,LGBmembers,theSeniorLeadershipteamandallfinancestaffemployedandworkingattheAcademy.TradingwithSAToritsAcademiesbyDirectorsorLGBMembersisnotpermittedunderEFAguidanceandSATpolicies,unlessverystrictrequirementscanbesatisfied.AnypotentialinstancesmustbereportedtoSATFinanceDepartmentforapprovalbeforeanytradingtakesplace.

Tosupportourcommitmenttohighstandardsofgovernance,allBoardofDirectorsandLocalGoverningBodyMembersmustsignandshowacceptanceofthefollowingdocuments,includedintheGovernanceToolkitatsection4ofthisHandbookatthefirstmeetingeachacademicyear:

• theSATCodeofConduct• theDeclarationofBusinessandPersonalInterestsform.Thisshouldbeupdatedforany

changesateachmeeting• SkillsAuditdocumentation

PleasenotethatasummaryofinformationaboutMembers,DirectorsandLGBmembers,includingtheirrecordofattendanceatmeetingsanddeclaredpecuniaryandbusinessinterestswillbepublishedonSATorAcademywebsitesasappropriate.

LinkDirectorsLinkDirectorsareappointedtoeachTrustGoverningBody.TheroleoftheLinkDirectoristobuildacloseworkingrelationshipwiththeschool,withnotlessthanonevisitperterm.ThepurposeofaLinkvisitmaybetoreviewanyelementofpracticeinschool,includingbutnotlimitedtoSEND,Safeguarding,PupilPremium,HealthandSafetyandTeachingandLearning.

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FollowingaLinkvisit,DirectorswillfilloutaLinkVisitform,whichcapturestheirobservations,areasforimprovementandopportunitiesthattheycanbringtotheattentionoftheAcademy:forexample,inclusioninaTrustTrainingorSupportnetwork.AcopyoftheLinkVisitformwillbeprovidedtothePrincipalandChairoftheLGBviatheappointedclerkandwillbereceivedandminutedatthenextmeetingoftheLocalGoverningBody.

LinkDirectorsappointedtoLGBsin2018-9areshowninthetablebelow:

Academy LinkDirector

ChetwyndPrimaryAcademy MalcolmBatchelor

DerbyMoorAcademy KellyVere

FairfieldPrimaryAcademy DonnaKinderman

GeorgeSpencerAcademy MichelleThompson

GlenbrookPrimarySchool PaulWest

HeanorGateSecondaryAcademy TobyPreston

HiltonPrimaryAcademy MalcolmBatchelor

InkersallPrimaryAcademy DonnaKinderman

JohnPortSpencerAcademy PeterMarples

LongFieldAcademy JamesSmith

OsmastonPrimarySchool GeoffWeightman

PortlandSpencerAcademy JamesSmith

SunnysideSpencerAcademy Nicky-JaneKerr-Gilbert

WyndhamPrimaryAcademy GeoffWeightman

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LocalGoverningBodiesEachindividualAcademywithinthegrouphasaLocalGoverningBody(LGB),whichisasub-committeeoftheSATBoD.TheLocalGoverningBodyTermsofReferenceareattachedbelow.

TheLocalGoverningBody(LGB)playsakeyroleinthelifeofeachacademy.TheLGBisresponsibleforoverseeingacademyobjectives,workingwithexecutiveofficers,thePrincipalandSeniorLeadershipTeamtoimprovequalityandtoensurethattheacademyremainsatthecentreofcommunitylife.

InthisrespecttheLGB’smainfunctionsareto:

• actasakeylinkbetweentheAcademy,parentsandlocalcommunityandchampiontheworkoftheAcademy;

• provideconstructivechallengeandstrategicdirectiontothePrincipalandLeadershipTeamastheyplanthefuturedevelopmentoftheAcademy,andretainingafocusonAcademyimprovement

• supportthedevelopmentofAcademyImprovementPlans;self-evaluationprocesses;andanydeterminedactionplans;

• continuouslyreviewtheoverallimpactoftheAcademyamongstthecommunityitexiststoserveandmakeplansforimprovement;

• ensurethattheAcademyplaysafullroleincooperatingandworkingtogetherwithotheracademiesinthegroupandcontributestotheworkoftheELT;

• overseetheimplementationof,andensurecompliancewith,SATpolicieslocally.

StrategicprioritiesforLGBsinclude:

AcademyImprovementandInclusion• ToappointadulyagreedChairandVice-chairqualifiedtoleadtheworkoftheLGB• Monitoreducationalresultsandachievementagainstagreedtargets,includingagreeingplanned

strategiestoraisestandardsforvulnerablegroupsandmonitoringprogressandimpact;• ReviewandagreeingSEFjudgements;• ReviewtheAcademyDevelopmentPlanandtomonitorprogressandimpact;• Monitorimplementationofanypost-OFSTEDactionplans;• TooverseetheAcademy’sapproachtoinclusionandmonitorprogressandimpact;• ToestablishaSub-CommitteeforQualityandStandards;• ToensurePreventandotherrelevanttrainingisprovidedtoallLGBmembers.

Safeguarding

• ToappointfromitsmembersadesignatedChildProtectionandSafeguardingrepresentative;• ToensuresafeguardingtrainingisdeliveredtoallLGBmembers;• ToapprovetheAcademyChildProtectionandSafeguardingpoliciesandmonitor

implementation;• TooverseesafeguardingpracticeinaccordancewithTrustresponsibilitiesandexpectations;• Toensurethatsafeguardingpointsofcontactareavailableatalltimes,includingwhileschoolis

closed,andthatthereisaprocedureforappropriatelyescalatinganysafeguardingconcerns,includingwhiletheschoolisclosed.

Recruitmentandretentionofstaff

• Toreceivestaffingupdatesandmonitortheimpactoneducationandlearning;• Toensurethatstaffappointmentprocessesmanagedinschoolmeetthestandardssetoutinthe

Trustrecruitmentpolicy.

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Facilities,ICTandEstates

• ToappointfromitsmembersadesignatedHealthandSafetyrepresentative;• ToreceiveFacilities,ICTandHealthandSafetyandEstatesreportsandmonitortheimpacton

educationandlearning.

Community,governanceandlocalissues

• TomonitorimplementationofSATpoliciesintheAcademy;• ToreviewAcademyspecificpolicies,publicationsandwebsitecontentandensureAcademy

compliance;• Toqualityassuretheimplementationofallpolicieslocally;• Toensurestrongcommunityrelationsandrepresentationwithintheacademyoracademies

Financeandlegal

• ToreceivetheapprovedAcademybudgetfortheacademicyear,monitoringexpenditureinyearandensurebudgetsdelegatedtotheacademyaremanagedwithintheSATschemeofdelegation;

• ToestablishaSub-CommitteeforResources.

LGBMembershipSATadoptstheskillsmodelwithinlocalAcademygovernance,supportingactive,informedengagementbytheparents,staffandothermembersresponsibleforactingasthelinkbetweenacademyandcommunity.

WefollowDepartmentforEducationGuidanceinrespectofthemembershipofacademyLGBs.Thisguidanceindicates:

• thesponsor(SAT)mustappointamajorityofmembers• thereshouldbeaminimumoftwoparentmembers• theAcademyPrincipalisamemberoftheLGB• ExecutivePrincipalsareappointedmembersoftheLGBexofficio;and• academiescanchoosetohavestaffasmembersofthelocalbodybutthetotalnumberofstaff

membersmustnotexceedone-thirdofthetotalmembership.

AnAcademyLGBshouldconsistofatleastfiveandnomorethanninemembers.LGBsmayappointAssociateMemberstoboththefullLGBandanycommitteesthatitsetsupforperiodsofofficethattheyseefit.Thesememberswillnothavevotingrights.Inaddition,ExecutiveLeadershipTeam(ELT)members,orCentralImprovementTeam(CIT)staffrepresentingELTmembers,otherthanthoseappointedasLGBMembers,mayattendLGBmeetings.

CompositionofanAcademyLGBTypeofMember Number Termofoffice AppointmentprocessExecutivePrincipal 1 Exofficio N/APrincipal/HeadofAcademy

2 N/A

SponsorLGBmember(includingChairandViceChair)

Mustrepresentamajority

4years ApprovalbyELT,followingcompletionofeligibilityandnominationchecks

2 2years AppointmentfollowingstructuredinterviewbyPrincipalandChairandcompletionofSATnominationandeligibilityforms

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Administrativearrangements• TheLGBwillmeetnotlessatonceperterm,withadditionalbusinessmeetingsatthestartofthe

yearandwhererequired,byexception;• ItisrecommendedthattheLGBwillconsistofatbetweennineandfifteenmembers.The

quorumforanLGBmeetingisonethirdofmembers+1ofthemembershipoftheLGB;• ELTorCITmembersmayattendLGBmeetingsbutwillnothavevotingrights;• LGBMemberswillnormallybeappointedforatermofnolessthantwoyearsandnomorethan

fouryears.Subjecttoremainingeligible,aMembermaybere-appointed;• TheChairandViceChairwillbeelectedbythewholeLGBandwillserveforoneyear.NoChairor

ViceChairmayserveformorethantwoconsecutiveyearswithouttheapprovaloftheSATBoD;• EachLGBwillappointaClerkwhoseroleitistoworkalongsidetheChairandPrincipalandoffer

administrativesupportandgovernanceadvice.Sub-committeeswillappointaClerkandarrangetheirownmeetings.

• Sub-committeeswillagreeandpublishminutesandreportthesetothenextmeetingofthefullLGB.Quorumsforsub-committeescanbesetbythecommitteechairbutmeetingsmustbeattendedbyatleastthreemembers.

• ArrangementsandagendaswillfollowtheSATcommitteeguidance,assetoutintheTrustGovernanceHandbook.

LGBAnnualCalendarToolsincludingrepresentativeagendas,termareasoffocusandmodelscrutinydocumentswillbeprovidedtoLGBs,includinganannualskillsauditdocumentforuseintheautumnterm.LGBsareabletoamendandtoaddtostandardagendaitemsandcalendarsattheirdiscretion,providedthatTruststandardsaremet.

TheprincipalwillpublishacalendarofmeetingsforeachacademicyearinconsultationwiththeChairandChairsofanyLGBcommittees;withthedraftcalendarfortheacademicyeartobesharedwiththeHeadofGovernanceandCompliancebytheendofSeptember.

DraftagendaswillbeagreedinadvancebytheChairandcirculatedtoeachmemberatleastfiveworkingdayspriortothedateofthemeeting.MinutesofmeetingsshallbecirculatedpromptlytoallmembersoftheCommitteeforinformationandwillbereviewedandsignedatthenextLGBmeeting.

TheLocalGoverningBodywillreviewthesetermsofreferenceonanannualbasis.

AcopyoftheAcademiesPlanningCalendar,showingkeydatesandresponsibilitiesintheacademyyear,canbefoundhere.

LGBsub-committeesUnderthetermsoftheSoDLGBsareexpectedtohaveaminimumoftwosub-committeescoveringtheresponsibilitiesofaQualityandStandardsCommitteeandaFinanceandResourcesCommittee.

SuggestedresponsibilitiesforLGBcommitteesareprovidedbelow.

MembershipofanLGBcommitteemustbenotlessthanthreeLGBmemberswithanappointedChair.LGBmembersmayserveoncommitteesastheyseefit,withnolimitationonthenumberofcommitteestheymaybeappointedto.LGBcommitteesshallmeetnotlessthanonceperterm,withanexceptionforLGBcommitteesnotedintermsofreferenceasmeetingonan‘extraordinarybasis.’

Thebalanceofparent,communityandstaffmembersonacommitteeisatthediscretionoftheLGB,withtheexceptionthatstaffGovernorsmustnotaloneconstituteamajority.AtleasttwomembersofanyLGBcommitteeshouldbenon-staffGovernors.

AcademySLT,TruststaffandotherstaffmembersmayberequiredtoattendLGBcommitteesasrequired.PapersprovidedtotheLGBcommitteewillbebyagreementwiththeChair,withabasein

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thestandardreportingformatsprovidedbytheTrust.Paperswillbeprovidednotlessthanoneweekpriortothemeetingdate.

Werecognisethatmodelsneedtobeflexibletoreflectlocalcircumstances,andprovidedthatthestrategicfocusonResourcesandQualityandStandardsisretained,LGBsarepermittedtoagreetermsofreferenceforcommitteesastheywish.TermsofreferencemusthoweverbeagreedandminutedatthefirstmeetingoftheLGBcommitteeintheacademicyear.

ResponsibilitiesofLGBcommitteesQualityandStandardsCommittee

• Tobenotifiedto,andtoprovidescrutinyof,reportsonthecurriculum,pupilattainmentandthequalityofeducationdeliveryinschool

• Tomonitortheratesofprogressandstandardsreachedbychildrenateachkeystage,includingtheidentificationofanyunderachievinggroups

• To understand indicators of pupil well-being and personal development including attendanceandbehaviour, and to satisfy themselves that schoolplanningand response is adequate inallrespects

• Tounderstandandtosupportprioritiesforimprovementatindividualacademylevel

• TobenotifiedtotheAcademyDevelopmentPlanannually,andtoreceivereportsonprogresstowardstrategicgoalsoutlinedintheDevelopmentPlan

• Toconsiderrelationshipswiththewidercommunityandtosatisfythemselvesthattheschoolisfulfillingresponsibilitiesaspartofcommunitylife

• Totakeresponsibilityforthepromotionofsafeguardingandthepreventduty

FinanceandResources(incorporatingpersonnel,estatesandhealthandsafetycommittees)

• Tobenotifiedtothebudget,financialperformancedata,incomeandexpenditureandothercentrallymonitoredfinancialindicators

• Tomonitorincomeandexpenditureagainstbudgetedplan,providingthesupportivechallengetoensurebudgetingandfinancialplanningarecompliantwithTruststandardsandwithexternalobligations

• Toensurethattenderframeworksandspendingthresholdsareproperlyobserved,assetoutintheSchemeofDelegationandTrustguidance

• TomakeenquiriesaboutanymatterthatcouldhavesignificantfinancialimplicationsfortheacademyandtosatisfythemselvesthatallarrangementsareappropriateunderstatutoryandTrustguidance.

• Tobenotifiedtokeystaffingdataandmetrics,providingthesupportivechallengetoensurethatpersonnelplanningmeetsrequirementssetoutinTruststandards

• Tomonitorthebalancebetweenteachingandsupportstaffing,andtoensurethatstaffingintheschoolcontinuestoreflectthenatureofthepupilorstudentcohort

• Toscrutinisethetrainingrecordinschoolandtosatisfythemselvesthattraining,staffsupport,personnelmanagementandstaffrecordsmaintainedinschoolreachtheexpectedstandards

• ToensurethatelementsoftheHealthandSafetyPolicyretainedinschool;HealthandSafetyplanningandHealthandSafetyrecordsmeetstatutoryexpectations

• Monitortoensurethatsuitableriskassessmentshavebeenpreparedandactiontakentominimiserisk

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• TobenotifiedtoreportableHealthandSafetyIncidentsandotherdashboarddataincludingfirstaidincidents

• TomakearrangementsforGovernorstoinspectthepremisesonaregularbasis

• Tobenotifiedofanyotherpremises-relatedtasksasdelegatedbythegoverningbody

ClerkingEachLocalGoverningBodymustappointaClerk.TheroleoftheclerkistoworkalongsidetheChairandPrincipalandofferadministrativesupportandgovernanceadvice,ensuringthatallSATGovernanceHandbookrequirementsaremet.ClerksarealsoresponsibleformaintainingrecordssuchasLGBmembershipdetails,theregisterofbusinessinterestsandforensuringthatdocumentsareprovidedtoSAT.

AcopyofallLGBandLGBcommitteeminutesmustberetainedinschool.AfurthercopymustberegisteredwiththeTrustHeadofGovernanceandwillbemadeavailableforaccesstoSLTandDirectorsontheTrust’sGovernanceDirectory.

AClerk’sNetworkismanagedbytheTrustandprovidesahalf-termlyopportunityforthesharingofbestpractice,resourcesandforwiderpastoralsupport.

Clerks’TrainingAdvancedProfessionalTrainingisavailabletoallClerksworkingwithinSpencerAcademiesTrust.TheProfessionalClerkingProgrammeisdeliveredinpartnershipwiththeInstituteofSchoolBusinessLeadership(ISBL)andCharteredInstituteofPublicFinanceandAccountability(CIPFA).

DeliveredatTrusttraininglocationsinNottinghamshireandDerbyshireandthroughonlineprovision,theProfessionalClerkingProgrammeisayear-longtrainingprovisionendinginprofessionalaccreditation.CoursecurriculumagreedwithSpencerAcademiesTrustincludes:

• clerkinginaMATstructure• accountabilitytoOfstedandotherexternalbodies;includingclerkingwithinthecontextof

specialnotice(i.e.FinancialNoticetoImproveorSpecialMeasures)• risk,compliance,effectiveness,andefficiency• conflictsofinterest• assuranceandpreventionoffraud• theprofessionalclerkasaninformationprovider• recruitmentandperformancemanagement

Eachmoduleendswithareviewtoestablishthelearningthathastakenplace,howitwillbeimplementedindaytodaypracticeandtheimpactthatitwillhaveontheparticipant'sboard.

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ExecutiveGovernanceWhereappropriate,SpencerAcademiesTrustwillintroduceanexecutivegovernancemodel,underwhichacombinedLocalGoverningBodywillprovideoversightfortwoormoreschools.

Theexecutivegovernancemodelisusedbyexception,andlimitedtocircumstanceswherethismodelhasclearbenefitsforefficiencyandeffectivescrutinyingovernance.Forexample,themodelmaybeusedwhereanexistingmemberschoolhasstrongexistinggovernanceandplanningforanewschoolisinplace.Inthiscircumstance,executivegovernanceallowsthenewschooltobenefitfromexistingstrengthsincludingexperiencedGovernorsworkingwithmaturegovernanceprocessesandstrongexistingcommunityrelationships.

OthercircumstanceswheretheexecutivemodelwillbeexploredincludetheintroductionofanewmemberschoolcloselylocatedtoanexistingTrustschool,andwhereexistinggovernancearrangementsrequirethatanalternativebeconsidered.Anexampleofthiswouldbeschoolswheregovernornumbersorattendancehavefallenbelowtheminimarequiredforeffectivescrutiny,orwhereanInterimExecutiveBoardhasbeenappointed,andwillbedissolvedintheperiodfollowingcompletedconversion.

ThedecisiontoapplytheexecutivegovernancemodelisadelegatedpowertotheChiefExecutiveofSpencerAcademiesTrustbynotificationtotheBoardofDirectors.

WhendeterminingtheapplicabilityoftheexecutivegovernancemodeltheChiefExecutivewillactinconsultationwithseniorleaderswithintheschoolandwithanyappointedChairofGovernors,ChairofanInterimExecutiveBoardandotherrelevantbodies.

Properlyconstitutedandadministered,executivegovernanceisfullycompliantwithgovernancestandardssetoutintheGovernanceHandbookandtheStatutoryFrameworkforSchoolGovernance.

TermsofReferenceThetermsofreferenceforaLocalGoverningBodyareappliedtotheexecutivegovernancemodel.GuidanceonthecompositionofLGBsisadjustedtoreflectadditionalscrutinyandreportingresponsibilities.

• Thereshouldbeaminimumoftwoparentmembersfromeachschoolrepresentedontheexecutivebody;

• AllAcademyPrincipals/HeadofAcademy(HoA)aremembersoftheLGB;and• Academiesmaynominatetohavestaffasmembersofthelocalbodybutthetotalnumberof

staffmembersmustnotexceedone-thirdofthetotalexecutivemembership.

Electionsforstaff,parentandcommunityrepresentativesshouldbeheldwithinacademybymajorityvote.Eachacademyisthereforeempoweredtoappointrepresentatives.

Meetingsshouldbeheldseriallyinallschoolsrepresentedbytheexecutivegoverningbody.AllmeetingsshouldmeetadministrativerequirementsformeetingsoftheLGB,includingbutnotlimitedto:

• PresentationofPrincipleorHoAreportsforallschoolsintheexecutivegroup

• Presentationoffinancialandoperationalreportsforallschoolsintheexecutivegroup

• Equityofscrutinywithregardtostaffandstudentpresence/learningwalksandpracticalobservationsandothercustomandpracticeoftheLGB

ItistheChair’sresponsibilitytoensurethatarrangementsareequitableforacademiesrepresentedintheexecutivegroup,andthatthereisnodiminutionofeffectivegovernanceorboardresponsibilityasaresultoftheexecutivegovernancestructure.Exceptingthat:

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• Withinanexecutivegovernancearrangement,thechairandvice-chairmustbeappointedfromdifferenceacademieswithintheexecutivegroup;

• Wheremorethantwoschoolsarerepresentedwithinanexecutivegroup,additionalvice-chairsmustbeappointedtoensureequalityofrepresentationforallacademies

• Agendaandreportdocumentsmustbesharedwithvice-chairspriortodistributionandwithanopportunitytoaddadditionalbusinesstotheagendaintheinterestsofcross-academyscrutiny.

Administrativearrangements• TheExecutiveBodywillmeetnotlessatonceperterm,withadditionalbusinessmeetingsatthe

startoftheyearandwhererequired,byexception;• TheLGBwillconsistofatleastnineandnomorethanfifteenmembers.ThequorumforanLGB

meetingisonethirdofmembers+1ofthemembershipoftheLGB;• ELTorCITmembersmayattendLGBmeetingsbutwillnothavevotingrights;• LGBMemberswillnormallybeappointedforatermofnolessthantwoyearsandnomorethan

fouryears.Subjecttoremainingeligible,aMembermaybere-appointed;• TheChairandViceChairwillbeelectedbythewholeLGBandwillserveforoneyear.NoChairor

ViceChairmayserveformorethantwoconsecutiveyearswithouttheapprovaloftheSATBoD;• EachLGBwillappointaClerkwhoseroleitistoworkalongsidetheChairandPrincipalandoffer

administrativesupportandgovernanceadvice.Sub-committeeswillappointaClerkandarrangetheirownmeetings.

• Sub-committeeswillagreeandpublishminutesandreportthesetothenextmeetingofthefullLGB.Quorumsforsub-committeescanbesetbythecommitteechairbutmeetingsmustbeattendedbyatleastthreemembers.

• ArrangementsandagendaswillfollowtheSATcommitteeguidance,assetoutintheTrustGovernanceHandbook.

Executivegovernancesub-committeesLGBsandexecutiveLGBswillappointscrutinysub-committeesasfollows:

• QualityandStandardsCommittee

• Resources(Finance,CapitalandPersonnel)Committee

Otherscrutinysub-committeesmaybeappointedasLGBmembersdeemappropriate,providedthattheoperationofadditionalcommitteesisnotifiedtotheHeadofGovernanceandCompliance,meetstheworkingstandardsforsub-committeessetoutabove,anddesignedtodeliveragainstthestrategicgoalsoftheTrust.

ClerkingundertheexecutivegovernancemodelEachExecutiveBodymustappointaClerk.TheroleoftheclerkisistoworkalongsidetheChairandPrincipalsandofferadministrativesupportandgovernanceadvice,ensuringthatallSATGovernanceHandbookrequirementsaremet.ClerksarealsoresponsibleformaintainingrecordssuchasLGBmembershipdetails,theregisterofbusinessinterestsandforensuringthatdocumentsareprovidedtoSAT.

AcopyofallLGBandLGBcommitteeminutesmustberetainedinbothschoolsundertheexecutivemodel.AfurthercopymustberegisteredwiththeTrustHeadofGovernanceandwillbemadeavailableforaccesstoSLTandDirectorsontheTrust’sGovernanceDirectory.

LinkGovernorsItisattheLGB’sdiscretiontoagreelinkorcontactrolestowhichamemberoftheLGBmaybeappointed.Linkrolesmayincludesubjectorpastoralresponsibilities.

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SATguidancemandatesthataSafeguardingLinkGovernor,PupilPremiumLinkGovernorandHealthandSafetyLinkGovernorshouldbeappointedasminimum.ItisrecommendedthatLGBsappointagovernorwithresponsibilityforSEN.

OtherLinkGovernorroleswhichschoolsmayconsiderinclude:

• TeachingandLearninggovernor• Post-16governor• Achievementgovernor• SubjectGovernors

LinkgovernancerolesmaybecombinedwithChairandViceChairpositions.

RoledescriptionsfortheSafeguarding,PupilPremiumandHealthandSafetyLinkGovernorsareavailablefromSATandinclude:

• Summaryofresponsibilities• Summaryofstatutoryguidance• Adviceonworkingwithspecialistpractitionersinschool• Samplequestionsforusewhenevaluatingeffectivenessofprocesses• Samplefocuscalendar• Sampleauditdocument• SamplereporttoLGBformat

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CodeofConductSpencerAcademiesTrustasksallDirectorsandGovernorstoreadandsigntherelevantCodeofConductatthestartoftheacademicyear.AcopyoftheCodesofConductisprovidedbelow.

CodeofconductforDirectors

The following is not a definitive statement of responsibilities but is concerned with the commonunderstandingofbroadprinciplesbywhichtheTrustandindividualDirectorswilloperate.

TheTrustacceptsthefollowingprinciplesandprocedures:

General

• Wehaveresponsibilityfordetermining,monitoringandkeepingunderreviewthebroadpolicies,plansandprocedureswithinwhichtheTrustoperates.

• We accept that all Directors have equal status, and although appointed byMembers and/orDirectors,ouroverridingconcernwillbethewelfareoftheschoolsandtheTrustasawhole.

• Wehaveno legal authority toact individually, exceptwhen theBoardhasgivenusdelegatedauthoritytodoso.

• Wehavetoactfairlyandwithoutprejudice,andinsofaraswehaveresponsibilityforstaff,wewillfulfilallthelegalexpectationsas,oronbehalfoftheemployer.

• Wewillconsidercarefully,howourdecisionsmayaffecttheTrustandschools.

Commitment

• We acknowledge that accepting office as a Director involves the commitment of significantamountsoftimeandenergy.

• Wewill involveourselvesactively intheworkoftheTrust,attendregularlyandacceptourfairshareofresponsibilities,includingserviceoncommitteesandworkinggroups.

• Wewill get to know theTrustwell and respond toopportunities to involveourselves inTrustactivities.

• Wewillconsiderseriouslyourindividualandcollectiveneedsfortraininganddevelopment.

Relationships

• Wewillstrivetoworkasateam.• WewillseektodevelopeffectiveworkingrelationshipswiththeCEO,TrustExecutiveTeamand

otherrelevantagenciesandthecommunity.

Conduct

• Wewillencouragetheopenexpressionofviewsatmeetings,butacceptcollectiveresponsibilityforalldecisionsmadebytheTrustBoardoritsdelegatedagents.

• WewillonlyspeakoractonbehalfoftheTrustBoardwhenwehavebeenspecificallyauthorisedtodoso.

• In making or responding to criticism or complaints affecting the Trust we will follow theproceduresestablishedbytheTrust.

• Our visits to theTrust or schoolswill beundertakenwithin the frameworkestablishedby theTrustandLocalGoverningBodies;andagreedwiththeCEOand/orPrincipals/HeadsofSchool.

• IndischargingourdutieswewillalwaysbemindfulofourresponsibilitytomaintainanddeveloptheethosandreputationofourTrustanditsschools.

Confidentiality

• We will observe complete confidentiality when required or asked to do so by the Board,especiallyregardingmattersconcerningindividualstafforstudents.

• WewillexercisethegreatestprudenceifadiscussionofapotentiallycontentiousissueaffectingtheTrustorschoolarisesoutsideoftheBoard.

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• IunderstandthatallDirectorshaveadutynottodiscussanyitemofDirectors’businessoutsidethemeeting.

• IunderstandthatifaDirectorisfoundinbreachofhisorherdutyofconfidentialitytotheTrust,school,staffortothepupils,theBoardcandecidetoremovetheDirector.

Additionally,theTrustrequiresDirectorsandMemberstoobservetheNolanPrinciplesforconductinpubliclife.

Signed:..............................................................................................................................................

Name:...............................................................................................................................................

Date:...................................................................

CodeofconductforLGBMembers

The following is not a definitive statement of responsibilities but is concerned with the commonunderstandingofbroadprinciplesbywhichLGBsoperate.

TheLGBacceptsthefollowingprinciplesandprocedures:

General

• Weareresponsibleforpromotingstandardsinschool,providingthesupportivescrutinywhichsupportshighstandardsinschool.

• WewillworkwiththeTrustBoardtohelptodeliveragainstSpencerAcademiesTrustvision,ethosandstrategicdirection.

• WewillprovidesupporttothePrincipalandotherseniorleadersintheirworktoimprovingthequalityofteaching,pupils’achievementandpupils’behaviourandsafety,contributingtotheschool’sself-evaluationandunderstandit’sstrengthsandweaknesses.

• Wewillengagewithkeystakeholders,promotingtheacademy’sstandingwithinthecommunity.

Commitment

• WeacknowledgethataroleasanLGBmemberinvolvesthecommitmentofsignificantamountsoftimeandenergy.

• WewillinvolveourselvesactivelyintheworkoftheAcademy,attendingmeetingsregularlyandacceptingourfairshareofresponsibilities,includingserviceoncommitteesandworkinggroups.

• Wewill get to know the Academy well and respond to opportunities to involve ourselves inAcademyactivities.

• Wewillconsiderseriouslyourindividualandcollectiveneedsfortraininganddevelopment.

Relationships

• Wewillstrivetoworkasateam.• Wewill seek to develop effective working relationships with the Principal, Senior Leadership

Teamandotherrelevantagenciesandthecommunity.

Conduct

• Wewillencouragetheopenexpressionofviewsatmeetings,butacceptcollectiveresponsibilityforalldecisionsmadebytheTrustBoardoritsdelegatedagents.

• Wewill only speak or act on behalf of the Trust or academywhenwe have been specificallyauthorisedtodoso.

• InmakingorrespondingtocriticismorcomplaintsaffectingtheTrustoracademywewillfollowtheproceduresestablishedbytheTrust.

• IndischargingourdutieswewillalwaysbemindfulofourresponsibilitytomaintainanddeveloptheethosandreputationoftheTrustandmemberschools

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Confidentiality

• Wewillobservecompleteconfidentialitywhenrequiredoraskedtodosoespeciallyregardingmattersconcerningindividualstafforstudents.

• WewillexercisethegreatestprudenceifadiscussionofapotentiallycontentiousissueaffectingtheacademyarisesoutsideoftheLGB.

• IunderstandthatallLGBmembershaveadutynottodiscussanyitemofconfidentialbusinessoutsidethemeeting.

• Iunderstand that if an LGBmember is found inbreachofhisorherdutyof confidentialityorother duty to the Trust, school, staff or to the pupils, the Board can decide to remove themember.

Additionally,theTrustrequiresDirectorsandMemberstoobservetheNolanPrinciplesforconductinpubliclife.

Signed:..............................................................................................................................................

Name:...............................................................................................................................................

Date:...................................................................

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AppendixA:KeyDocuments (Electroniccopiesofdocumentsavailablethroughourwebsite:www.satrust.com)• TrustArticlesofAssociation–thisdocumentsetsoutourinternalmanagement,decision-making

andrunningofourTrustandourliabilities.ThedocumentisbasedonamodelprovidedbytheDfEandallowsustoenterintofundingagreementswiththeSecretaryofState.

• MasterFundingAgreement–thisdocumentprovidestheframeworkwithinwhichourTrustwilloperateandagainisamodeldocumentprovidedbytheDfE.

• AcademiesFinancialHandbook–thishandbookisissuedbytheEducationFundingAgency(EFA)anditdescribesthefinancialrequirementsforanymulti-academyTrust.

• MasterSchemeofDelegation–thisisaTrustdocumentthatoutlinesthelevelofdelegatedauthoritythatwegivetoeachindividualacademy.

• TheDfE’sGovernanceHandbook–thisguidanceoutlinestherolesanddutiesofSchoolGovernorsandAcademyTrusts.

• TheCharitiesCommission:TheEssentialTrustee:whatyouneedtoknow,whatyouneedtodo,July2015

• NationalGovernors’Association,‘TheChair’sHandbook’

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AppendixB:UsefulwebsitesandresourcesNationalGovernanceAssociationwww.nga.org.ukGovernanceHandbookhttps://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/582868/Governance_Handbook_-_January_2017.pdfKeepingchildrensafeineducation(2018)https://consult.education.gov.uk/safeguarding-in-schools-team/keeping-children-safe-in-education/supporting_documents/Keeping%20Children%20Safe%20in%20Education%20Proposed%20Revisions.pdfCompetencyFrameworkforGovernancehttps://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/583733/Competency_framework_for_governance_.pdfClerkingcompetencyframeworkhttps://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/609971/Clerking_competency_framework.pdfTwenty-oneQuestionsforMulti-academyTrustBoardshttps://www.nga.org.uk/News/NGA-News/Pre-2016/21Q.aspx

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AppendixC:Governors’InductionPack

LetterofAppointmentDearx

OnbehalfofSpencerAcademiesTrust,Iampleasedtoconfirmyourappointmenttothelocalgoverningbodyofxacademy.Membersofthegoverningbodyweredelightedtoreceiveyournominationandtheyarelookingforwardtoworkingwithyou.

Or

(Inthecaseofanexecutiveboard)

OnbehalfofSpencerAcademiesTrust,Iampleasedtoconfirmyourappointmenttotheexecutivegoverningbodyprovidingoversighttoxandxacademies.Membersofthegoverningbodyweredelightedtoreceiveyournominationandtheyarelookingforwardtoworkingwithyou.

Youhavebeenappointedasaparent/Trust/staffgovernorelectedfromxacademy.

Yourperiodofofficewillbeginonxandexpireonx.Subjecttoconfirmationbythegoverningbody,youwillbeeligibleforre-appointmentforuptoxtermsofxyears,themaximumtermofofficebeingxyears.Atimetableofmeetingsagreedfortheyearaheadwillbeprovidedaspartofyourinduction.

InadditiontoattendingfullGovernors’meetingsinschool/s,theexpectationisthatyoushouldrepresenttheboardonacommittee.Thenumberofcommitteesattachedtolocalgoverningbodiesisdecidedinschool,butallacademieswillhaveacommitteeworkingtomaintainqualityandstandardsineducationandanotheroverseeinguseofresourcesincludingschoolfinances.

Furtherinformationoncommitteestructuresatxacademyisavailablefromthechairofthelocalgoverningbody.

Thechairatxacademyisx.xcanbecontactedbyemailat[insertaddress]andwillbeabletoprovidesupportasyoubecomefamiliarwithyournewrole.

PleasenotethatbothfullGovernorsandcommitteemeetingsmustbe‘quorate’–thatis,musthaveenoughGovernorspresentforaproperdebate–inordertomakedecisionsonbehalfoftheschool.Ifyouknowthatyouwillnotbeavailableonameetingdate,pleaselettheclerktotheLGBknowasfarinadvanceasispossible.

Theprincipalofxacademyisx.Xwillcontactyouoverthenextfewweeksandwillarrangeatimetomeetyouandwhereappropriate,togiveyouatouroftheacademyduringschoolhours.Thisfirstvisitisavaluableopportunitytobecomefamiliarwiththeworkofxacademyandtoobserveteachingandlearning,andIwouldencourageyoutotakeupthisopportunityifpossible.

SpencerAcademiesTrustoffersaninductionandtrainingprogrammetolocalgoverningbodiesaspartofourtargettodeliveroutstandinggovernanceacrossallTrustschools.Newmemberswillbebriefedontherolesandresponsibilitiesoflocalgoverningbodiesandontheacademy’sstrategicplan,andmaybeaskedtoundertakeadditionalexternaltraining.

TheclerktotheLGBisx.Xcanbecontactedbyemailat[insertaddress]andwillbeabletosharedetailsoftrainingprogrammesandotheropportunitiesthroughouttheyear.

OnbehalfoftheDirectorsandstaffofSpencerAcademiesTrust,congratulationsonyourappointmentandIlookforwardtoworkingwithyou.

[CEOsignature]

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IntroductionDearx

OnbehalfoftheDirectorsandstaffofSpencerAcademiesTrust,Iwouldliketoextendawarmwelcometoyournewroleasalocalgovernorwithxschool.

SchoolsgovernanceatSpenceristheresponsibilityofourLocalGoverningBodies(LGBs).

LocalGovernorsplayacriticallyimportantrolewhichincludesensuringthatthemanagementoftheschoolplacestheinterestofchildrenandparentsfirstandhelpingtomaintainstronglinkswiththecommunity.WorkingcloselywithstaffandwiththeboardofDirectors,localGovernorsshapethefutureoftheschool.

Together,wedeliveronSpencerAcademiesTrustmission:toprovideanoutstandingqualityofeducationandimprovethelifechancesofchildrenacrosstheEastMidlands.

Thepurposeofthiswelcomepackistogiveyouabriefoverviewofwhattoexpectasalocalgovernor,andaspartofSpencerAcademiesTrust,andtooutlinethetraininganddevelopmentprogrammesavailabletolocalgoverningbodies.

AsHeadofGovernanceatSpencermyroleistosupportyouwithyourintegrationintoroleandwith

Pleasereadthroughtheinformationcontainedherecarefullyandcompleteandreturn

Welookforwardtoworkingwithyou.

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AppendixD:ChecksandmandatorytrainingforGovernorsSchoolsareexpectedtocarryoutappropriatecheckswhenapprovingGovernorstoworkwithinanacademy.Checksarerecordedaspartoftheschool’sSingleCentralRecord,akeydocumentthatOfstedexpecttoseewhencarryingoutinspection.

AllTrustGovernorsarerequiredtoundergoEnhancedDBSchecksandmaybeaskedtocompleteadditionalprocesseswherethereisarecordofhavingpreviouslyworkedoverseas.

AllLGBmembersarerequiredtocompletetheonlinesafeguardingandPreventtrainingnominatedbytheTrust.Additionally,LGBmembersmustcompleteindividualdataprotectionconsentsandtheLevel2GDPRtrainingdevelopedbytheTrust.

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AppendixE:GovernorTrainingProgrammeAspartofourgoaltodeliveroutstandinggovernancetheTrustprovidesarangeofsupportandtrainingoptionswhichareaccessibleforDirectors,Governorsandstaffworkingtosupportgovernanceinschools.

Inadditiontointernaltraining,wemaintaintrainingrelationshipswithexternalbodiesincludingtheNationalGovernors’Association(NGA)andwithexternalprovidersincludingtheVirtualCollege.MembershipoftheNGAispartofthepackageofferedtoallTrustschools.

SafeguardingTraining

LGBsareaskedtonominatesafeguardinglinkGovernors,withtheresponsibilitytooverseesafeguardingpracticeintheschool.Priortotakinguptheirrole,safeguardingGovernorsareaskedtocompleteonlinesafeguardingtrainingthroughtheTrust’sappointedprovider.ChairsofGovernorsarealsoaskedtocompletesafeguardingtraining.

LogindetailsforsafeguardingtrainingareavailablefromTrustHRManagerSueRichmondatsrichmond@satrust.com.

GDPRTraining

AllTrustGovernorsareaskedtocompleteinternaldataprotectiontrainingandconsents.CopiesofGDPRtrainingdocumentsandconsentsarecontainedinthispack.

TheLGBtrainingprogrammesatSpencerAcademiesTrustaredesignedtoequipGovernorswiththeskillsandtheexperiencethattheyneedtofulfiltheirrole.

Governorsareexpectedto:

• Understanddevelopmentsinschoolsothattheycanfulfiltheirresponsibilitytoprovidesupportivechallengeandaccountability

• Actasacriticalfriendtotheschool,helpingtoensurethatanydecisionsorplanningplacetheinterestsofpupilsandstudentsfirst

• Developtheskillsandknowledgetosupportschoolimprovement,helpingtheworkoftheschooltodevelopovertime

• Workeffectivelywithseniorleaders,Trustandschoolstaff,parentsandthelocalcommunity

TrainingdatesareorganisednotlessthanonceatermfromtheTrusttrainingcentresatNottingham’sGeorgeSpencerAcademyandDerbyMoorAcademy.Trainingwillusuallybeofferedasatwo-hoursessiononaweekdayevening,avoidingclasheswithgoverningbodyandcommitteemeetingswherepossible.

SlidesandtrainingmaterialswillbedistributedtoLGBstosupportGovernorswhomaystruggletoattaintrainingsessionsinperson.Mandatorytrainingincludingsafeguardingtrainingwillcontinuetobedeliveredthroughremoteaccessformats.

LGBsareexpectedtoagreeapresenceattermlytrainingsessionswithadditionalplacesavailablebyrequest.GovernorsattendingtrainingsessionswillbeaskedtoreporttothemeetingoftheLGBfollowingtraining,andtosharematerialswithcolleaguesonacademyandexecutivelocalgoverningbodies.

AdditionalLGBtrainingandinductionsessionscanbearrangedinschoolsbyrequest.

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2018-19TrainingdatesDate Time Venue Content3October2018 6pm Nottingham WelcometonewGovernors

• WelcometonewLGBmembers• Rolesandresponsibilities• KeydocumentsincludingtheSchemeofDelegationandGovernanceHandbook

• Introductiontoeffectiveschoolgovernance

4October 6pm Derby WelcometonewGovernors• WelcometonewLGBmembers• Rolesandresponsibilities• KeydocumentsincludingtheSchemeof

DelegationandGovernanceHandbook• Introductiontoeffectiveschool

governance20November 6pm Nottingham Safeguarding,SENDandbehaviour

• Understandingsafeguardingrequirements• WorkingwithCPOMs• Maintainingasafeenvironmentinschool• SENDtrainingandfunding• TheroleoftheSENDgovernor• UnderstandingEHCPs• ThePreventduty• Behavioursupportandexclusion• Managingcomplaintsinschool

21November 6pm Derby Safeguarding,SENDandbehaviour• Understandingsafeguardingrequirements• Maintainingasafeenvironmentinschool• SENDtrainingandfunding• TheroleoftheSENDgovernor• UnderstandingEHCPs• ThePreventduty• Behavioursupportandexclusion• Managingcomplaintsinschool

5March 6pm Nottingham Understandingschoolperformance• Usingdatatounderstandschool

performance• Usingdatatosupportscrutinyinschool• Understandingcomparativeperformance

andschoolsimprovement• Understandingtheinspectionframework

6March 6pm Derby Understandingschoolperformance• Usingdatatounderstandschool

performance• Usingdatatosupportscrutinyinschool• Understandingcomparativeperformance

andschoolsimprovement• Understandingtheinspectionframework

17April 6pm Nottingham Academyfinancialplanning,H&Sand

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training• FinancialdelegationundertheSoD• BudgetprocessesinaMAT• Principalsoffinancialscrutiny• Healthandsafetyinschool• Maintainingtheschooltrainingrecord

18April 6pm Derby Academyfinancialplanning,H&Sandtraining• FinancialdelegationundertheSoD• BudgetprocessesinaMAT• Principalsoffinancialscrutiny• Healthandsafetyinschool• Maintainingtheschooltrainingrecord

10July 6pm Nottingham • Governor’sSummerReception

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GlossaryofTermsTermsarelistedalphabetically.PleaseletusknowifwehavemissedatermyouthinkshouldbeincludedinthenextversionoftheHandbook.

AcademiesFundingHandbook(AFH)–GuidanceissuedbytheEducationFundingAgencycoveringfinanceandgovernance.TheCEOmustensurethatSATcomplieswiththeAFH

AcademyDevelopmentPlan(ADP)-TheADPisastrategicplanforimprovementagreedwithanacademy.

BoardofDirectors(BoD)-SetsSATgroupstrategy.

ChiefExecutiveOfficer(CEO)-ResponsibleastheAccountingOfficerfortheSAT.

CriminalRecordsBureau(CRB)-IsnowknownasDisclosureandBarringService(DBS),usedtoreducetheriskofemployingconvictedcriminalsasasafeguardforvulnerablechildren.

DataProtection-TheDataProtectionActcontrolshoworganisations,businessesorthegovernmentusesyourpersonalinformation.Everyonewhoisresponsibleforusingdatahastofollowstrictrulescalled‘dataprotectionprinciples’.

DepartmentforEducation(DfE)-Centralgovernmentdepartmentwithresponsibilityforeducation.DirectorofFinance(DoF)-ResponsibleforthefinancialmanagementoftheMultiAcademyTrust.

DisclosureandBarringService(DBS)-FormedbythemergerofCRBandIndependentSafeguardingAuthority,DBSisresponsibleforbarringindividualsandcompletingcriminalrecordchecks.

LocalGoverningBody(LGB)–Sub-committeeoftheSATBoDineachAcademy,responsibletotheBoardofDirectorsandCEOforoversight,qualityassuranceandmonitoringwithintheAcademy.

EducationFundingAgency(EFA)-TheDfE’sdeliveryagencyforfundingandcompliance,providingrevenueandcapitalfundingforeducationforlearnersbetweentheagesof3and19.TheEFAalsosupportsthedeliveryofbuildingandmaintenanceprogrammesforschools,Academies,FreeSchoolsandsixth-formcolleges.

FundingAgreement(FA)-TheFundingAgreementisthecontractbetweentheSecretaryofStateforEducationandtheAcademyandsetsoutthetermsonwhichtheAcademyisfunded.

OFSTED(OFSTED)-OfficeforStandardsinEducation,Children’sServicesandSkillsarrangesandsetsstandardsforschoolinspections.

SchoolsTeacherPayConditionsDocument-Containsthestatutoryrequirementsforteachers’payandconditionsthatmaintainedschoolsandlocalauthoritiesinEnglandandWalesmustabideby.Commonlyknownasthe“BlueBook”

SecretaryofState(SoS)-MemberofCabinetwithoverallresponsibilityforeducationpolicy.

SeniorLeadershipTeam(SLT)-TeamcomprisingthePrincipal,VicePrincipal,AssistantPrincipals,FinanceManagerandotherseniormembersofstaffwhichisresponsibleforthedaytodayrunninganddirectionoftheAcademy.ResponsiblethroughthePrincipaltotheLocalGoverningBody.

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