WELLINGTON COLLEGE ACADEMY TRUST SCHEME OF DELEGATION

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1 Introduction WELLINGTON COLLEGE ACADEMY TRUST SCHEME OF DELEGATION The Wellington College academy trust s (WCAT) Board of Directors is accountable in law for all major decisions about WCAT, its academies and its future. However, the delegation of functions enables local accountability and a sharing of responsibilities. Many governance functions are delegated, including to the Executive Principal, the Audit and Risk Committee, and to academy local governing bodies. A decision grid has been used to show that the level at which a task can or must be actioned and the level of delegation. Without such delegation, the individual or committee has no power to act. The following guidance on delegation is summarised from our Articles of Association: The Directors may delegate to any Director, committee (including any Local Governing Body), the Executive Principal or any other holder of an executive office, such of their powers or functions as they consider desirable to be exercised by them. Any such delegation shall be made subject to any conditions the Directors may impose, and may be revoked or altered (Article 105). The Directors may delegate such powers and functions as they consider are required by the Executive Principal and the Principals for the internal organisation, management and control of the Academies (including the implementation of all policies approved by the Directors and for the direction of the teaching and curriculum at the Academies) (Article 107). The purpose of the scheme of delegation The scheme of delegation defines which functions have been delegated and to whom so that precise accountabilities are absolutely clear at all levels. All those with governance and management responsibilities must be familiar with the Scheme of Delegation so that appropriate steps are taken to ensure that there is sufficient and proper challenge of those with leadership responsibilities, to ensure that senior leaders are held to account for the performance of the Academies and that there is financial stability within WCAT. Roles and Responsibilities Members The Members have ultimate control over the direction of WCAT. They are responsible for approving any amendments made to the Articles of Association and appoint a number of Directors to ensure that the trust s charitable object is carried out. Directors The Directors are responsible for the general control and management of the administration of the trust in accordance with the provisions set out in the Articles of Association. The Board of Directors is the accountable body for the performance of all schools within the trust. Because Directors are bound by both company and charity law, the terms directors and trustees are often used interchangeably. Audit and Risk Committee The Audit and Risk Committee has delegated authority to make decisions and for the purpose of providing advice and support, informing the overall work of the WCAT Board. However, the Board remains overall accountability and responsibility. Local Governing Body (LGB)

2 LGBs are committees of the Board of Directors and operate under the delegation approved by the Board and outlined in this document. The Chair of the LGB is appointed by the Board. Those appointed/elected to serve on LGBs are members of a Board committee and are known as Governors. The Chair of the LGB is a WCAT Director for as long as he remains in office. Other governors are not Directors of the trust unless they hold those positions in their own right. Executive Principal The Executive Principal has the delegated responsibility for the operation of the trust including the performance of WCAT s academies and the performance management of the Heads of Academies with the relevant LGB Chair. The Executive Principal is the Accounting Officer so has overall responsibility for the operation of WCAT s financial responsibilities and must ensure that the organisation is run with financial effectiveness and stability, avoiding waste and securing value for money. The Executive Principal leads the executive management team of WCAT. They delegate executive management functions to the executive management team and is accountable to the WCAT Board for the performance of the executive management team. Head of Academy The Head is responsible for the day-to-day management of the academy and is managed by the Executive Principal but reports to the LGB on matters which have been delegated to the LGB.

3 Delegation Matrix The following table sets out the main MAT functions and identifies roles and responsibilities for each. The acronym RACI is used and stands for: Responsible: The person who does the work to achieve the task. They have responsibility for getting the work done or decision made. Accountable: The person who is accountable for the correct and thorough completion of the task. Consulted: The people who provide information for the project and with whom there is two-way communication. Informed: The people kept informed of progress and with whom there is one-way communication. Note: Actions taken by a properly constituted committee, or delegated to an individual governor or to the Headteacher, are taken on behalf of the Governing Body. The Governing Body will remain accountable. Key Column 1: Members Column 2: Board of Directors of WCAT Column 3: WCAT Audit and Risk Committee Column 4: Executive Principal Column 5: Local Governing Body Column 6: Head of Academy

4 Area Staffing Members: Appoint/Remove Directors: Appoint/Remove Decision Role descriptions for members Role descriptions for directors/chair/ specific roles/committee/governors: agree Members Trust Board Governance framework Audit and Risk Committee Delegation Executive Principal Parent governor: appointed A R LGBs Head of Academy Board committee/lgb chairs: appoint and remove Clerk to Board: appoint and remove Clerk to academy committee/council: appoint and remove Articles of association: review and agree C C I I Systems and structures Governance structure (committees) for the trust: establish and review annually C I I Terms of reference for Board committees/lgbs and scheme of delegation for academy committees/lgbs: agree annually C Skills audit: complete and recruit to fill gaps R Annual self-review of trust Board and ARC: complete annually R

5 Area Systems and structures Decision Members Trust Board Audit and Risk Committee Delegation Executive Principal Annual self-review of LGBs: complete annually A R Chair s performance: carry out 360 review periodically R Director/Governor contribution: review annually R Succession: plan C C C LGBs Head of Academy Annual schedule of business for WCAT Board: agree C C Annual schedule of business for LGBs: agree A C R C Publication on trust and schools websites of all required details on governance arrangements: ensure Reporting Reporting Annual report and accounts including accounting policies, signed statement on regularity, propriety and compliance, incorporating governance statement demonstrating value for money: submit I C C Annual report work of LGBs: submit to trust and publish A R C Being Strategic Determine WCAT vision, aims, ethos and strategic direction, agreeing key priorities and key performance indicators (KPIs) against which progress towards achieving the vision can be measured: determine Determines academy s vision, aims, ethos and strategic direction in line with WCAT Board, agreeing key priorities Being Strategic <A> <A <A

6 Area Decision Members Trust Board Audit and Risk Committee Delegation Executive Principal LGBs Head of Academy and key performance indicators (KPIs) against which progress towards achieving the vision can be measured Being Strategic Determine trust wide policies which reflect the trust's ethos and values (facilitating discussions with unions where appropriate) including: admissions; charging and remissions; complaints; expenses; health and safety, premises management; data protection and FOI; staffing policies including capability, discipline, conduct and grievance: approve R R I I Management of risk: establish register, review and monitor A C R C Engagement with stakeholders Executive Principal: appoint and dismiss R R R Head of Academy: appoint and dismiss A R C Budget plan to support delivery of WCAT key priorities: agree A R C I WCAT staffing structure: agree C C C Establish an Admission Policy C I I Establish WCAT targets for progress and achievement C C C

7 Holding to account Hold Head of Academy to account for progress and achievement in the academy A R R Hold the Executive Principal to account for progress and achievement across WCAT Holding to account Auditing and reporting arrangements for matters of compliance (e.g. safeguarding, H&S, employment): agree A R C C C Reporting arrangements for progress on key priorities: agree C C C C Performance management of the Executive Principal Performance management of Heads of Academy A R C Director monitoring: agree arrangements C Governor monitoring: agree arrangements A R C Annually review application of WCAT pay policies for compliance in academy C C Implement disciplinary/capability procedures A R C R Finance Finance Appoint Chief financial officer for delivery of trusts detailed accounting processes C C Trust's scheme of financial delegation: establish and review C C

8 Academy s scheme of financial delegation: establish and review C C Approve WCAT Financial Manual A R C External auditors' report: receive and respond A R C Approve 3-5 year budget plans to inform budget forecast return Sign off a balanced Annual Budget Forecast Return for the EFA C I C I Finance Monitor performance of academy budgets A R C CEO pay award: agree Head of Academy pay award: agree A R C Staff appraisal procedure and pay progression: review and agree A R Benchmarking and trust wide value for money: ensure robustness A R C Develop trust wide procurement strategies and efficiency savings programme A R Review and approve trust wide procurement strategies and efficiency savings programme A R C