Professional and Accountable Governance in Multi Academy Trusts

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1 Professional and Accountable Governance in Multi Academy Trusts Joan Binder Vice Chair, FASNA Lee Miller Finance and HR Director Thinking Schools Academy Trust

2 This seminar will focus on: The roles and responsibilities of Members, Trustees and Local Governors The principles of establishing a robust and coherent accountability structure across all schools in the MAT A case study featuring the response of one MAT to this challenge Key roles within any MAT governance structure

3 Legal Framework Academy Trust DfE Funding Agreement(s) Members Akin to Shareholders Staff Employment Contracts Academy Trust (Company Limited by Guarantee) Land ownership or lease from LA Board of Trustees (Directors Governors) Delegated Powers Academy 1 Advisory Group (Board Committee) Academy 2 Advisory Group (Board Committee) Academy 3 Advisory Group (Board Committee)

4 Members Similar to the role of Members in a share company Usually appoint majority of Trustees and can remove Trustees Have control over the company by approving changes to Articles of Association Ensure the strategic vision of the MAT Sign off company accounts and annual report (if not done at Board level) DfE preference for independent Members No individual financial interests in the company

5 Board of Trustees Skills and expertise of Trustees important Most appointed by Members Legal entity akin to GB Company directors and charitable trustees Responsible for the operation of the Academy in particular the core functions of governance Ensure compliance with charity and company law and the Funding Agreement CEO/Principal may be a trustee Must have a clear strategic vision for the MAT as a whole

6 Academy Committee MAT scheme of delegation should be very clear about responsibilities delegated to this level Not all schools in the MAT need have the same delegated responsibilities Delegated scheme should identify who appoints the chair of this body Trustees need to decide how membership should be identified Members should not normally serve on this committee but a Trustee could

7 Governance Responsibilities Core functions: Ensuring clarity of vision, ethos and strategic direction; Holding the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff; and Overseeing the financial performance of the school and making sure its money is well spent.

8 Governance Responsibilities HR and employment Admissions Premises Effective safeguarding and child protection systems SMSC and British Values Prevent duty Health and Safety Risk management Statutory duties Self review and professional development

9 Summarising Responsibilities Strategic vision including admissions Standards - pupil outcomes including SMSC, British Values etc Statutory duties including breadth of curriculum provision Employment matters, staff performance management and pay, health and safety Financial oversight including premises matters, risk management Self-review and professional development

10 Robust and Coherent Accountability Principles Strong link between all layers Members, Trustees, individual academies Skilled Chair of Trust (Member) strategic role Skilled Chair of Board of Trustees accountability role Trustees and academy committee members appointed on a skills based assessment How should chair of academy committee be identified?

11 Robust and Coherent Accountability Principles Keep number of members at each level manageable no more than 12 fewer Members Skills based appointments at all levels Ensure clear and direct links between levels to the Board and Trust Role of CEO and/or principal of each academy Consider how individual academy will have a direct link to Board or Trust

12 Robust and Coherent Accountability Principles Absolute clarity in terms of who is accountable to whom for what Articles of Association, Scheme of Delegation establish the principles Basic structure Members general oversight, Board key level of accountability, Academy clearly identified responsibilities Question in a larger MAT (6 +) is there a need for an intermediate level between the Board and a number of schools?

13 Ofsted Framework- Inspectors Will Seek to meet those responsible for governance.likely to include members of the school committee.. as well as MAT Trustees Consider whether governors work effectively with leaders to communicate the vision ethos and strategic direction of the school and develop a culture of ambition

14 Case Study Future Proofing Thinking Schools Academy Trust New Governance Structure Lee Miller Finance and HR Director

15 Thinking Schools Academy Trust TSAT was originally formed in 2010 with a single Outstanding School (Rochester Grammar School) Partnered with an outstanding Primary School to form a MAT Since Summer 2014 the Trust has grown and now supports 11 schools over 2 hubs In all cases the Trust has improved the OFSTED rating and attainment results year on year in all of its schools

16 TSAT SLT structure Accountable officer CEO Lead Professional EHT EHT EHT Head of School Secondary Academies (Hub 1) Primary Academies (Hub 1) Academies (Hub 2)

17 Why undertake a review of governance? TSAT challenges: Local governing bodies (LGB) do not reflect the inter-relationships between our schools and the new Executive Principal posts LGBs are constantly duplicating their workload and that of governors therefore they are not working effectively or efficiently As the trust grows and the number of LGBs grow it is not possible for the senior Trust staff/ceo to attend all of them. Therefore the gap between Trust and LGB has grown and could grow wider 10 LGBs and more will require a constant need for 100+ Governors. Recruitment of quality Governors on that scale is becoming virtually impossible. This number of LGBs also requires quality clerking and more expense

18 Why undertake a review of governance? External factors New Ofsted framework and additional scrutiny of Governors The move from Ofsted to inspecting Multi-Academy trusts collectively as well individual school inspections DFE accountability measures that aggregate trust schools Academy financial accountability CEO role as Accounting Officer and the role of Finance Director DFE emphasis on skills and experience against representation Budgetary pressures and the need to reduce costs

19 What about individual Academies? We value all the hard work and commitment governors have made in the local governing body We do need to retain a board or committee that will represent each academy and involve parents and staff as important stakeholders We value the local knowledge and views of those working and those families supporting their child s school The working party recognised at this level it is important to involve stakeholders, who can concentrate on school and local community issues

20 Process of Review June 2015 Set up Governance working group internally July 2015 Commissioned an independent review of current structures Sept 2015 Working group identified key challenges and discussed with consultant options Oct 2015 Preferred option agreed Nov/Dec 2015 Consultation with current governors Jan 2016 Implementation

21 New Governance Structure Independent Members Elected Board of Directors Skill based appointments RGB (One for Each Hub) Board Committees Stakeholder Representation Academy Advisory Board (1 per school)

22 Review impact Efficiency (Are we doing it in the right way?) Smaller numbers to communicate with Clear and simple schemes of delegation Effectiveness (Are we doing the right things?) Governor appointment based on skills Governance model mirrors the organisational structure Economy (Are we paying the right cost for it?) Cost savings that this model has created Costs savings that can be generated by using regional governing bodies to make decisions

23 Review Impact on 16/17 Budget Plans Savings for clerking costs estimated at 15k per annum Savings for CEO/EHT/FD/Principal s time estimated at 35k per annum Creation of hub based staffing models for some roles are estimated to save 150k per annum Creation of hub based back offices restructure already happening and will save 200k per annum Efficiency savings from Trust led contracts and savings target for 100k for 16/17 budget will be achievable

24 Key Roles in the MAT Chair of Trust Chair of Board of Trustees Chairs of academy committees CEO if in structure Chief Finance Officer Principals of individual academies Company Secretary Clerk to academy committees Key Question By whom are these people appointed?

25 Come and see us today at the FASNA stand no. 630

26 "I welcome this new publication as a practitioners guide with a wealth of up to date examples from successful schools around the country Peter Lauener, Chief Executive of the Education Funding Agency (EFA) "This publication is a must-read for aspiring and practising School Business Managers, Headteachers and governors! Stephen Morales, Executive Director, National Association of School Business Management FREE to FASNA members To order copies, please admin@fasna.org.uk, or call Cost 13 per copy (plus P&P for under 5 copies) or visit stand 630

27 "Our new inspection arrangements will focus more on governance and the effectiveness of governance. Sir Michael Wilshaw, Her Majesty s Chief Inspector of Schools. Reviews received: Outstanding! If you buy one book to help improve your governing body, make it this one Top guide for school improvement An excellent help to Governors on how to ensure the all the children in their school get the best possible education FREE to FASNA members To order copies, please admin@fasna.org.uk, or call Cost 10 per copy (plus P&P for under 5 copies) or visit stand 630

28 Online training for governors and school staff to support induction, refresher and professional training Effective Governance Developing Outstanding Governance Safeguarding Health & Safety Fire Safety Equality & Diversity Tel:

29 Speakers include: FASNA Summer Conference Tuesday 21 June 2016, The Grand Connaught Rooms, London BOOK YOUR PLACE NOW!

30 Events, workshops and seminars focusing on: Converting to academy status, starting, growing or joining a MAT a complete package of on-going support Admissions and admission appeals Exclusions and challenging pupils Professional development for Governors Employment and HR issues Procurement School Business Managers Clerks to Governors

31 Office: Website: