Scheme of Delegation

Download schemes of delegation

Please use the buttons below to access our schemes of delegation

Key Principles

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


  • 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



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



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



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


  1. Strategic Purpose


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


  1. Strategic People


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


3.  Strategic Resources


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