Scheme of Delegation

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Local Governing Bodies – The Three Ps of Responsibility

Progress

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

Protect

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

Partnerships

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

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

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

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

3. Strategic Resources

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