AET Group: Scheme of Delegation
Governance Risk and Compliance Governance Arrangements Governance arrangements
Reserved to the Members -
Governance Arrangements
Amendments to the Articles, subject to Charity Commission and DfE approval where applicable Change of the name of the Trust Appointment and removal of trustees Determination of matters reserved to the Members, Disposal of any significant asset Entering into or disposing of any lease to land Such other matters as required by legislation
Reserved to the Board of Trustees with advice from relevant committees -
Approval of the annual timetable of Board meetings, format of Board agendas and maintenance of minutes; Approval of a Scheme of Delegation; Require and receive the hospitality received and declaration of trustee and governors, monitoring interests that may conflict with those of the Group and determine the manner in which such conflicts will be managed; - Approve arrangements for dealing with complaints; Adopt/ review/ amend the organisational, management and control structures, processes and procedures required to further the aims of the Group’s objects; - Receive reports from sub-committees, and agree/ reject any recommendations presented to the Board; Ratify any urgent decisions taken by the Chair and CEO; - Hold responsibility for registering the Group and providing further information, as requested, to the Charity Commission and Companies House where appropriate, or to advise if the Group ceases to exist; Agree procedures for the effective evaluation of the board and its sub-committees. Nominate and elect a trustee to serve in the positions of Chair of the Board of Trustees and Vice Chair; Approve the appointment of Trustees of the Board; Appoint and dismiss sub-committees and individual members of sub-committees that are accountable to the Board (with the exceptions of delegated authority to the CEO, as listed accordingly); Put in place effective procedures for the succession planning of the Board;
-
-
Appoint, appraise and dismiss the Board Secretary, where applicable; Agree procedures for the effective appraisal of individual trustees; Appoint, appraise and dismiss the CEO, where applicable; Consider, approve/ reject proposals from the remuneration committee regarding salary and benefits of the CEO and other senior management staff, where appropriate; Agree procedures for the effective appraisal of Chairs of Governors, Principals, Executive Directors and Central Team staff; Approval of any Executive Board structure and remuneration, on the recommendation of the CEO; - Final decision in appeals in line with the Group’s whistle blowing, disciplinary and grievance policies; Approval of remuneration of external auditors, their re-appointment or removal, in line with legislation and the requirements of The Trust’s Articles of Association; Appointment of the Trust’s lawyers; Appointment of insurers; Approval and appointment of the Trust’s professional advisers and consultants, and to determine their remuneration.
-
Chair of Board of Trustees Lead on the appraisals of trustees (Vice Chair to lead on Chair’s appraisal); Lead on the appraisal of the CEO and setting of objectives in consultation with the Remuneration Committee.
-
Governance Arrangements
Delegated to/responsibility of Board of Trustee sub-committees -
All Committees must report to the next Board meeting any items approved under delegated authority; All Committees must produce a Committee Chair’s report for the Board meeting following the Committee meeting, outlining the items recommended for approval, the items discussed and the items noted at the meeting. Full Committee minutes are to be made available to Trustees upon request;
-
-
Nominations & Governance Committee Annually review the current size, structure, skills and composition of the Board and its Committees, and recommend any changes to the Board; Lead on the preparatory work for Board effectiveness reviews; Ensure that the Group’s governance policies are fit for purpose, and make relevant recommendations to the Board as necessary; Review of governance development needs and advice regarding commissioning of appropriate support. Manage the Trustee recruitment process; Make a recommendation to the Board on the appointment of Trustees; Approve the appointment and dismissals of Chairs of Governors and Governors to the LGBs, on the recommendation of management, and report approvals to the next Board meeting; Annually review the summary appraisals of Chairs of LGBs and approve Chairmanship renewal; Approve/ reject the recommendation of management following any investigation into a complaint received against a Governor.
-
Remuneration Committee
-
-
Receive the outcome of the CEO’s appraisal from the Chair of the Board, and make a recommendation to the Board regarding CEO remuneration; Review and agree the CEO’s annual targets for recommendation to the Board; Receive the outcome of Executive Board’s appraisals and make a recommendation to the Board of Trustees regarding Executive Board remuneration. Consider and review the performance management policy of Principals, Executive Directors and central staff, and make a recommendation to the Board; Review and agree salary levels for all central staff, taking account of such matters as inflation, and make recommendation to the Board; Annually Review the remuneration arrangements for paid Chairs of Governors and Clerks for the LGBs, and make any recommendations to the Board; Review and recommend to the Board the pension arrangements for the Trust.
-
Finance Committee The appointment of new bankers or new investment managers, with the Board being informed of any changes.
-
-
Governance Arrangements
Delegated to/responsibility of the CEO and Executive Board -
-
Support in the development and operation of the Trust’s governance framework, including: liaison with lawyers and regulators; identification and notification of changes in regulatory requirements and developments in governance good practice; support in the processes of trustee appointment, induction and development; board evaluation and renewal; planning and organisation of Board and Committee meetings, including preparation and circulation of agendas, papers, and draft minutes, in consultation with the Chair. Authority to attend any meeting of the Trust's LGBs; Report to the next Board meeting any items approved under delegated authority; Prepare the necessary reports to support and provide confidence to the Board in matters reserved for their authority.
Appointment of Vice Chairs of LGBs; Appointment of clerks of the LGBs; Appointment of all governors, with the exception of elected members; Recommend appointment and dismissal of LGB Chairs to Nominations Committee; Approve Compromise Agreements within limits of financial delegation and submit to the next Remuneration Committee for oversight; Set salary levels for all central staff, taking account of such matters as inflation, and make recommendation to the Remuneration Committee; Appointment of Academy Principals, in consultation with the LGB. Report all Principal appointments to the next Board meeting; Appointment of Academy Finance Directors, in consultation with the Principal; - Dismissal of Academy Principals, in consultation with the LGB. Report all Principal dismissals to the next Board meeting; - Development of the Executive Board structure for Board approval; Appointment of members of the Executive Board in consultation with the Chair of Remuneration Committee; To carry out, or delegate to appropriate nominee, the appraisal and development of members of the Executive Board and Academy Principals;
-
Governance Arrangements
Management of the Trust’s staff in line with approved HR strategy and policies; To carry out any investigations in relation to suspended governors, reporting findings and recommendations to the Nominations and Governance Committee for approval.
Delegated to/responsibility of Local Governing Body (LGB)/Management Board (MB) -
-
Provide challenge and support to the Principal in equal measure (Ofsted); To provide scrutiny and challenge in relation to all matters of the Academy – both Operational and Educational performance; Transparent and accountable, including in terms of governance structures, attendance at meetings, and contact with parents and carers (Ofsted); Annually review the performance of the LGB; Adopt the Academy’s formal policies, as determined by the Executive Board and amend the permitted policies as appropriate (see policy section below); Establish the Pay and Personnel, Finance and Asset Management and Standards and Curriculum Sub-Committees, and adopt the Trust's Terms of Reference for these sub-committees; Establish any additional sub-committees as deemed appropriate; Approve an annual forward plan of LGB meetings and submit to the Head of Local Governance in July for the academic year ahead; Ensure that the academy fulfils its statutory duties in relation to Special Educational Needs, Safeguarding, Teacher’s Pay Progression, and Pupil Premium grant spend; To monitor the gifts and hospitality received within the respective academies, reviewing at least annually and submitting for central oversight; To submit the minutes of the LGB meeting to the Head of Local Governance within 10 working days of the LGB meeting; Monitor the preparation of the Academy’s Self-Evaluation Framework report;
-
Recommend the appointment of the LGB clerk to the CEO; Organise appropriate procedures to elect or appoint new parent members of the LGB; Appoint a Special Educational Needs Governor; Appoint a Safeguarding Governor; Suspend a governor of the LGB where necessary, and report to Executive Board; To approve the pay progression of all teaching staff, with the exception of the Principal; To adhere to the scheme of financial delegation in relation to staffing structure of the academy; To ensure the whole LGB fully understands how the school makes decisions about teachers’ salary progression (Ofsted); To contribute to the performance management of Principals (Ofsted). Recommendations to the LGB on the outcome of the pay progression decision making, with the exception of the Principal; To oversee the staff appointments process and recommend any changes to the LGB; To adopt the teachers performance appraisal policy, pay policy and capability policy;
-
-
To approve the Senior Leadership Team recruitment process and appointments, on the recommendation of the Principal; To approve the suspension of academy staff, with the exception of the Principal. Report to the next LGB meeting and inform central office immediately; To review the implementation and impact of the performance management policy and associated professional development opportunities.
Policy Determination Policy Determination
Reserved to The Board of Trustees with advice from relevant committees -
Annually approve the following organisational policies: Health and safety policy Treasury and investments policy Reserves policy Whistleblowing policy Risk management policy Safeguarding policy Conflicts of interest policy Gifts & Hospitality policy Bribery Policy Equal opportunities policy Performance Appraisal Policy Trust Pay Policy Performance Management Policy Procurement Policy Expenses Policy Trustee code of conduct
Policy Determination
Delegated to/responsibility of Board of Trustee committees -
The Committees will review and recommend to the Board the following policies for approval:
-
Remuneration Committee Equal opportunities policy Performance Appraisal Policy Performance Management Policy Trust Pay Policy
-
Finance Committee Treasury and investments policy Reserves policy Expenses Policy
-
Audit & Risk Committee Whistleblowing policy Health & Safety policy Conflicts of Interest policy Gifts and hospitality policy Risk management policy Safeguarding policy Procurement policy Data protection policy
-
Nominations & Governance Committee Trustee Code of Conduct
Policy Determination
Delegated to/responsibility of the CEO and Executive Board -
To prepare for review/ amendment/ approval the Board level policies as listed; Responsible for the implementation of policies approved by the Board of Trustees;
-
To internally prepare and approve:
-
Absence/sickness management policy/procedure Accessibility plan and Disability Equality Scheme Admissions policy/arrangements Anti-bullying policy Behaviour policy Bribery Policy Buildings Health & Safety policies Capability policy/procedure Charging and remissions policy Complaints policy Crisis management policy Data Protection policy Disciplinary policy Early Years Foundation Stage policies
-
Exclusions policy Expenses Policy Gifts and hospitality policy Grievance policy Health and Safety policies and appendices policies Home/school agreement document Lettings policy and charges Media management policy Performance management policy Recruitment and selection policy Safeguarding policy SEND and inclusion policy Sex and relationship education policy Whistleblowing policy
Policy Determination
Delegated to/responsibility of Local Governing Body (LGB)/Management Board (MB) -
Ensuring that they are aware of all policies which apply to the academy, which have been approved at Board of Trustee/Executive Board level and passed to academies for use. Approval of local procedures required for the operational implementation of policies.
Policy Determination
Delegated to/responsibility of Academy Executive Principal and Principal -
Preparation of any local procedures that are required for the operational implementation of policies.
Audit and Risk Audit and Risk
Reserved to The Board of Trustees with advice from relevant committees -
To consideration the appointment of external auditors, in line with legal requirements and those of the Trust’s articles; To receive and note the annual management letter from the external auditor and agree the proposed course of action, taking into consideration the recommendations of the Audit and Risk committee, where appropriate;
-
To receive and note reports from the internal audit function and agree remedial action, where appropriate; To consider significant issues arising from the work of appointed auditors; To approve the Trust’s Risk Management Strategy.
Audit and Risk
Delegated to/responsibility of committees of the Board of Trustees -
Oversight of the annual independent external audit: To review and recommend to the Board matters regarding the selection, appointment, performance and fees of external auditors;; Review and recommend to the Board regarding the findings of external audit, management response and preparation of Annual Report and Accounts; Regular in depth scrutiny and advice to the Board on the Trust’s systems of audit and control; risk management and compliance; Initial investigation of any actual or potential breaches of the law, regulatory requirements and/or Group policy and procedure and to advise the Board of actions required; Recommend to the Board the Trust’s policies and procedures for internal control and the management of risk and protection of the Trust’s property (including insurance).
Audit and Risk
Delegated to/responsibility of the CEO -
Management of relationships with internal and external auditors; Maintenance of systems of internal control and assurance;
Audit and Risk
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
To review the Academy’s compliance of the requirements Trust’s monitoring and reporting requirements, ensuring timely submission and providing quality assurance of content; To receive and take appropriate action to mitigate against top academy risks and issues; To ensure that the academy is compliant with all Trust policies . To consider and respond appropriately to recommendations made by external and internal auditors; Consider the Principals’ submission of the Academy’s Monthly Internal Control Report, and report compliance to the LGB; - Monitor implementation of the academy’s health & safety policies); To approve and keep under review the academy risk register.
Audit and Risk
Delegated to/responsibility of the Academy Principal
-
Oversight of the submission of the Trust’s monitoring and reporting requirements; To implement the agreed actions in relation to recommendations of the internal and external auditors; To manage all academy risks and issues through the maintenance of an academy risk register reporting top risks and issues to the LGB and Chief Executive.
Strategy and Business Planning Strategy and Business Planning
Reserved to The Board of Trustees with advice from relevant committees -
Strategy and Business Planning
Delegated to/responsibility of the CEO and Executive Board -
Strategy and Business Planning
Early consultation with the Board about the Trust’s future direction and strategic planning process; Development of the Trust’s Strategic Plan for Board consideration and approval; Responsible for ensuring the achievement of the Trust’s strategic objectives and reporting to the Board on progress against this.
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
Strategy and Business Planning
Define and agree the strategic aims and objectives of the Trust; Scrutiny and challenge of the progress against the Trust’s strategic aims; Early approval of the outline strategic direction and process for strategy development, including plans for stakeholder consultation; Approve/amend proposals for the delivery/cessation of delivery of programmes to further the charitable objects or changes to the Trust’s activities; Apply charitable property to the furtherance of the charity’s objects; Approval of variations to the approved plans where these constitute a significant shift in strategy, or constitute a significant risk to the Trust’s reputation; Receive and review such reports from members of the Trust’s leadership pertaining to the activities of the organisation in furtherance with the charitable objects; Receive and review reports from the CEO pertaining to meeting the Trust’s goals as agreed in the strategic and business plans.
To ensure clarity of vision, ethos and strategic direction (Ofsted) of the academy in line with the strategic direction of the Trust; Scrutiny, challenge and approval of the draft academy improvement plan; Scrutiny and challenge of the progress against the academy’s strategic objectives, improvement plan and self-evaluation framework; Annually recommend to the Executive Board the academy’s improvement plan.
Delegated to/responsibility of Academy Executive Principal and Principal
-
To prepare and recommend a draft academy improvement plan and self-evaluation to the LGB; To present a Principal’s report at each full LGB covering all aspects of the improvement priorities.
Pupil outcomes and well-being
Curriculum, Pupil Premium and Achievement Curriculum, Pupil Premium and Achievement
Reserved to the Board of Trustees with advice from relevant committees -
Curriculum, Pupil Premium and Achievement
Delegated to/responsibility of the CEO -
Curriculum, Pupil Premium and Achievement
To provide effective support, challenge and intervention based on the educational outcomes of the academy and the impact of the curriculum, taking into account the priorities of the academy improvement plan; To monitor and report on the impact of the Pupil Premium to the Board of Trustees.
Delegated to/responsibility of the Local Governing Body (LGB)/ Management Board (MB) -
Safeguarding
To scrutinise, review and challenge the educational performance of our academies; To scrutinise, review and challenge the value for money and record of impact of the Pupil Premium in terms of educational outcomes and narrowing the gap.
To monitor and evaluate pupil progress and attainment, attendance and behaviour as against the Trust’s agreed targets recommended by the LGB/MB, using all available data; To monitor, scrutinise and contribute to the progress of tackling key issues in the academy improvement plan); To approve the curriculum direction of the academy; To approve any changes to the academy curriculum; Monitor and evaluate the effectiveness of the curriculum direction set by the Principal; To receive regular reports from the Principal on how the Pupil Premium is spent at the academy and the impact this is having on pupil outcomes.
Safeguarding
Reserved to the Board of Trustees with advice from relevant committees -
To annually approve a safeguarding policy.
Safeguarding
Delegated to/responsibility of Audit and Risk sub-committee of the Board of Trustees -
To monitor the Executive Board and academy response to any breaches in safeguarding, child protection and health and safety Issues;
Safeguarding
Delegated to/responsibility of the CEO -
To appoint a national safeguarding lead for the Trust; To ensure that academies are compliant in implementing safeguarding policies; To report to the next Audit and Risk Committee any breaches in terms of safeguarding, child protection and health and safety issues.
Safeguarding
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
To ensure compliance with the Trust’s safeguarding policy; To monitor and respond to all safeguarding issues within the academy, and report to any breaches to the national safeguarding lead.
Target Setting Target Setting
Reserved to the Board of Trustees with advice from relevant committees -
To scrutinise, challenge and review academy performance against targets; To scrutinise the robustness and work of the Chief executive and executive team in ensuring appropriate levels of support, challenge and intervention.
Target Setting
Delegated to/responsibility of the CEO -
To approve academy targets, on the recommendation of the LGB/MB; To monitor, scrutinise, and support the achievement of academy targets
Target Setting
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
To recommend targets for pupil performance to the Chief Executive; To monitor and scrutinise progress against the approved academy targets.
Quality of Teaching Quality of Teaching
Reserved to the Board of Trustees with advice from relevant committees -
To scrutinise, challenge and review academy performance; To scrutinise the robustness and work of the Chief Executive and executive team in ensuring appropriate levels of support, challenge and intervention.
Quality of Teaching
Delegated to/responsibility of the CEO -
To monitor, scrutinise and intervene where appropriate with regards to the impact of teaching and learning within the academy.
Quality of Teaching
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
To monitor, scrutinise and intervene where appropriate with regards to the impact of teaching and learning within the academy.
Finance Finance
Reserved to Board of Trustees with advice from relevant committees -
Responsible for the overall management of the Trust, ensuring compliance with its charitable objects and relevant legislation; Approve /amend proposals for capital investment/ expenditure, including the spending of capital from an endowment fund; Consideration and approval of the Trust's central and consolidated Academy budgets and annual plans, prior to submission to the EFA; Approval of the Trust’s annual report and accounts, prior to filing with the EFA annually by 31 December; Agree and review investment strategy, in line with relevant policies; Decide on the number, purpose and mandates of bank accounts and other deposit media; Approval of purchasing Trustee Indemnity Insurance from Trust’s funds; Agree changes to the Trust’s pension scheme or the management of its funds; Approval of the Trust’s delegated limits of financial authority; Approval of significant planned variances to approved budgets (where these exceed delegated levels of financial authority); Establish, maintain and retain appropriate financial reporting arrangements and record and approve any significant changes in accounting policies or practices; - Receive and review reports from the finance function on the financial performance of the Trust against agreed budgets and strategy.
Financial Authority: -
Decision to purchase Supplies (goods), Services and Works except Leases Primary: Any unbudgeted expenditure for a one-off item over £50,000 Secondary and Special: Any unbudgeted expenditure for a one-off item over £100,000
-
Decision to agree to a Lease (Rental) Commitment – equipment (i.e. non-land) Primary: Operational leases with a total lifetime value of over £100,000 Secondary and Special: Operational leases with a total lifetime value of over £100,000
-
Virements Primary: All budget allocations/ virements exceeding £50,000 Secondary and Special: All budget allocations/ virements exceeding £50,000
Income: - Supply to third parties (other than renting halls, or gym space and equipment) Any income exceeding £50,000 per annum
Contracts: -
Sign a Contract Primary: Any contract with a maximum value exceeding £100,000 or exceeding a 5 year term Secondary and Special: Any contract with a maximum value exceeding £100,000 or exceeding a 5 year term
Staffing: -
Recruitment of all Permanent or Temporary Staff All Academies: Any unbudgeted staff hire over £100k per annum
-
Reorganisations Primary: Any reorganisation not within the academy's budget exceeding £50k Secondary and Special: Any reorganisation not within the academy’s budget exceeding £100k
Finance
Delegated to/responsibility of sub-committees of the Board of Trustees -
Finance Committee Recommend for Board approval a scheme of delegation of financial authority from the CEO to staff within the Trust, based on a proposal put forward by the CEO; Recommend for Board approval the central office and consolidated Academy budget; - Recommend for Board approval a schedule specifying delegated limits of banking authority; Regular in depth scrutiny of the Trust’s financial plans and performance; Advice to the Board on the Trust’s financial plans and performance; Providing support and feedback to the SMT on aspects of financial management; Annual performance review of bankers, insurers and investment managers and advice to the Board on renewal or change of supplier. Audit & Risk Committee Review the annual financial statements of the Trust and the Trust's annual statement on internal control, and recommend to the Board for approval.
Finance
Delegated to/responsibility of CEO and the Executive Board -
Development of the Group’s financial policies and procedures for approval by the Board; Management of the Trust's finances in accordance with policies and procedures agreed with the Board; Preparation of annual plans and budgets, in line with the Strategic Plan, ensuring early consultation with the Board of Trustees; Operational delivery of plans and budgets, in accordance with agreed levels of delegated authority; Early notice, where possible, and preparation of proposals for Board of Trustee’s approval, of any significant variances from agreed plans and budgets. The opening of new bank accounts; The making of long-term investments, subject to such investments being made in accordance with the Group’s Investment Policy and
-
with the approved investment manager; The making of short-term investment, subject to such investment being made in accordance with the Group’s Treasury Management Policy.
Financial Authority: -
Decision to purchase Supplies (goods), Services and Works except Leases Primary: Any unbudgeted expenditure for a one-off item up to £50,000 in consultation with Director of Finance Secondary and Special: Any unbudgeted expenditure for a one-off item above £50,000 in consultation with Director of Finance
Decision to agree to a Lease (Rental) Commitment – equipment (i.e. non-land) Primary: Operational leases with a total lifetime value above £50,000 and up to £100,000 or any unbudgeted spend Secondary and Special: Operational leases with a total lifetime value above £50,000 and up to £100,000 or any unbudgeted spend
-
Virements Primary: All budget allocations/virements over £20,000 and up to £50,000 Secondary and Special: All budget allocations/virements over £20,000 and up to £50,000
Contracts:
-
Sign a Contract Primary: Any contract with a maximum value between £10,000 and up to £100,000 and up to a 5 year term or when the contract is a Deed, involves a TUPE transfer, a Lease, an automatic roll-over/renewal, a Trust indemnity, a guarantee or warranty to a third party Secondary and Special: Any contract with a maximum value between £10,000 and up to £100,000 and up to a 5 year term or when the contract is a Deed, involves a TUPE transfer, a Lease, an automatic roll-over/renewal, a Trust indemnity, a guarantee or warranty to a third party
Staffing:
-
Recruitment of Permanent or Temporary Staff All Academies: All Principals
-
Reorganisations Primary: Any re-organisation not within the academy's budget up to £50k and/or involving over 10 staff Secondary and Special: Any re-organisation not within the academy’s budget up to £100k and/or or involving over 15 staff
Finance
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
Consider and recommend to the Board the Academy’s annual budget for approval, no later than the agreed date each year; Receive an expenditure report from the Finance Sub-Committee or lead finance local governor at least termly. Receive on behalf of the LGB/MB the financial allocations made to the LGB/MB by the Trust; Recommend to the LGB/MB a draft budget for the Academy based on improvement priorities;
-
Carry out budget monitoring of the academy (with the Principal) at least termly; Ensure compliance and monitoring of with the levels of financial delegation of academies, LGB/MBs and their sub-committees; Monitor expenditure patterns, ensuring that educational outcomes, cost effectiveness criteria and financial implications inform decision making; Review the budget planning and three year financial plan as part of the process of future financial planning; Approve the principles for the allocation of capitation within the Academy; - Monitor expenditure of all voluntary funds held on behalf of the LGB/MB; Ensure that the appropriate financial procedures are followed in respect of all contracts let on behalf of the LGB/MB.
Financial Authority: -
Decision to purchase Supplies (goods), Services and Works except Leases Primary: Any undelegated budgeted expenditure. And: Up to and including £10,000 within one financial year for a one-off item or aggregation of items, if unbudgeted and within the overall academy budget Secondary and Special: Any undelegated budgeted expenditure. And: Up to and including £50,000 within one financial year for a one-off item or aggregation of items, if unbudgeted but within the overall academy budget
-
Decision to agree to a Lease (Rental) Commitment - equipment (i.e. non-land) Primary: Subject to the prior agreement of the Head of Legal to the terms, operational leases with a total lifetime value of up to £50,000 in budget Secondary and Special: Subject to the prior agreement of the Head of Legal to the terms, operational leases with a total lifetime value of up to £50,000 in budget
-
Virements Primary: All virements over £5,000 but not exceeding £20,000 to be subject to approval by the Chair of the LGB Finance sub-committee and reported to the next LGB meeting. All budget allocations/virements over £20,000 and up to £50,000 to be subject to the Trust CEO approval on the recommendation of the Director of Finance Secondary and Special: All virements over £5,000 but not exceeding £20,000 to be subject to approval by the Chair of the LGB Finance sub-committee and reported to the next LGB meeting. All budget allocations/virements over £20,000 and up to £50,000 to be subject to the Trust CEO approval on the recommendation of the Director of Finance
Staffing: -
Recruitment of Permanent or Temporary Staff All Academies: Any unbudgeted permanent Academy staff recruitment
-
Reorganisations Primary: Any re-organisation between 5 - 10 staff and/ or an increase in direct staff costs, but within the academy's budget Secondary and Special: Any re-organisation between 10 - 15 staff and/ or an increase in direct staff costs, but within the academy’s budget
Finance
Delegated to/responsibility of Executive Principal and Principal
-
To prepare and recommend to the LGB/MB a draft budget for the academy based on improvement priorities; To adhere to the limits as set out in the scheme of financial delegation; To monitor and report progress on all financial targets to the Finance Committee.
Financial Authority: -
Decision to purchase Supplies (goods), Services and Works except Leases Primary: As delegated by LGB/MB, or, any budgeted expenditure. And: Up to and including £2,500 for a one-off item if unbudgeted and within the overall academy budget Secondary and Special: As delegated by the LGB, or, any budgeted expenditure. And: Up to and including £5,000 for a one-off item if unbudgeted and within the overall academy budget
-
Decision to agree to a Lease (Rental) Commitment – equipment (i.e. non-land) As delegated by the LGB/MB
-
Virements Primary: All budget allocations/virements less than £5,000 to be carried out by the Principal (or delegated to the Academy Finance Manager) as part of the day to day management of the academy budget Secondary and Special: All budget allocations/virements less than £5,000 to be carried out by the Principal (or delegated to the Academy Finance Director) as part of the day to day management of the academy budget.
Income:
-
Supply to third parties (other than renting halls, or gym space and equipment) Subject to the approval of Director of Finance who will check the benefit, insurance, and tax position
Contracts: -
Sign a Contract Primary: Any contract for energy (electricity or gas). Any contract where the maximum value of the contract will be £10,000 except where the contract is a Deed, involves a TUPE transfer, a Lease, an automatic roll-over/renewal, a Trust indemnity, a guarantee or warranty to a third party, and is no more than a 3 year term Secondary and Special: Any contract for energy (electricity or gas). Any contract where the maximum value of the contract will be £10,000 except where the contract is a Deed, involves a TUPE transfer, a Lease, an automatic roll-over/renewal, an Trust indemnity, a guarantee or warranty to a third party, and is no more than a 3 year term
Staffing:
-
Recruitment of Permanent or Temporary Staff All Academies: All staff, if budget agreed as part of annual establishment
-
Reorganisations Primary: Any re-organisation involving up to 5 staff and no increase in direct staff costs
Secondary and Special: Any re-organisation involving up to 10 staff and no increase in direct staff costs
Staff Personnel and Pay Matters
Reserved to the Board of Trustees with advice from relevant committees
Personnel and Pay Matters
Delegated to sub-committees of the Board of Trustees -
Personnel and Pay Matters
Delegated to/responsibility of the CEO -
Personnel and Pay Matters
Approve Compromise Agreements within limits of financial delegation and submit to the next Remuneration Committee for oversight; Set salary levels for all central staff, taking account of such matters as inflation, and make recommendation to the Remuneration Committee; Appointment of Academy Principals, in consultation with the LGB. Report all Principal appointments to the next Board meeting; Appointment of Academy Finance Directors, in consultation with the Principal; - Dismissal of Academy Principals, in consultation with the LGB. Report all Principal dismissals to the next Board meeting; - Development of the Executive Board structure for Board approval; Appointment of members of the Executive Board in consultation with the Chair of Remuneration Committee; To carry out, or delegate to appropriate nominee, the appraisal and development of members of the Executive Board and Academy Principals; Management of the Trust’s staff in line with approved HR strategy and policies; To carry out any investigations in relation to suspended governors, reporting findings and recommendations to the Nominations and Governance Committee for approval.
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
To approve the pay progression of all teaching staff, with the exception of the Principal; To adhere to the scheme of financial delegation in relation to staffing structure of the academy; To ensure the whole LGB fully understands how the school makes decisions about teachers’ salary progression (Ofsted); To contribute to the performance management of Principals (Ofsted).
Personnel and Pay Matters
Recommendations to the LGB on the outcome of the pay progression decision making, with the exception of the Principal; To oversee the staff appointments process and recommend any changes to the LGB; To adopt the teachers performance appraisal policy, pay policy and capability policy; To approve the Senior Leadership Team recruitment process and appointments, on the recommendation of the Principal; To approve the suspension of academy staff, with the exception of the Principal. Report to the next LGB meeting and inform central office immediately; To review the implementation and impact of the performance management policy and associated professional development opportunities.
Delegated to/responsibility of Executive Principals and Principals -
To appoint academy staff; To recommend to the Personnel and Pay Sub-Committee the recruitment process and appointment of the Senior Leadership Team; To set the Performance Management targets and professional development opportunities for all academy staff to the Personnel & Pay Sub-Committee; To establish the disciplinary and capability procedures in consultation with the Executive Team and recommend suspension or dismissal of staff to the LGB; To adhere to the scheme of financial delegation in relation to staffing structure of the academy; Report the outcomes of decisions on suspensions and dismissals to the Executive Board; Recommend pay progression decisions in line with the pay policy.
Communications Communication Issues
Reserved to the Board of Trustees with advice from relevant committees -
Communication Issues
Approval of communication/ marketing strategy; Approval of key publications: - Strategic Plan; Annual Report & Accounts. Chair of Board of Trustees Work in partnership with the CEO to represent the Trust externally, in accordance with the Trust’s communication strategy.
Delegated to/responsibility of the CEO and Executive Board -
Development of the Trust’s communication strategy for Board approval, including a schedule for Board updates; Development of key publications for Board approval; Management of all communication issues.
Communication Issues
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
Approve a local communications and stakeholder strategy.
Facilities Premises/Asset Management Matters
Reserved to The Board of Trustees with advice from relevant committees -
Premises/Asset Management Matters
Delegated to/responsibility of Board of Trustees committees -
Premises/Asset Management Matters
Scrutinise and monitor any risks in relation to premises/asset management issues and report to the Board as appropriate.
Delegated to/responsibility of the CEO and Executive Board -
Premises/Asset Management Matters
Approve/reject proposals for the acquisition/disposal of land/buildings, or change in its use, following receipt and consideration of professional guidance.
Manage and monitor the group asset management and capital works programme; Report any potential premises/ asset management risk matters to the Audit and Risk Committee.
Delegated to/responsibility of the Local Governing Body (LGB)/Management Board (MB) -
Scrutinise and challenge the work of the Finance sub-committee or lead local finance governor.
