The Mast Multi Academy Trust Scheme of Delegation
This scheme of delegation lays out the roles and responsibilities of the key stakeholders in The Mast Multi Academy Trust decision making. Ultimately, the Board of Trustees has accountability for the operation of all areas of the Trust. The Board of Trustees has the power to delegate responsibility for areas of decision making to other key stakeholders as well as the commitment to consulting with others as part of the collaborative way of working in our Trust.
The scheme of delegation should be used in association with other documents that guide the operation of a Multi Multi Academy Trust, such as the Academy Trust Handbook, the Governance Handbook, our own Articles of Association and Terms of Reference.
The scheme of delegation will be reviewed regularly in order to assess suitability (annually as a minimum).
Click on each tab below for more information relating to the headers.
Here are some key definitions of the terms used as abbreviations to indicate the roles of various groups in the operation of the scheme of delegation.
Responsible | These are the “doers” of the task; they complete the task or objective and propose decisions to those who are accountable. |
Accountable | This person or body is the “owner” of the task. They sign off or approve the task, objective or decision. There is only one person or body accountable and this is often set by statutory or government guidance. |
Consulted | The individuals or bodies who will be collaborated with as part of the process of completing a task. Their input is required before the task can be completed and signed-off. While those responsible and accountable are not obliged to accept the views put forward, they must be actively considered. |
Informed | The individuals or bodies who need to be kept “in the picture.” They need updates on progress or decisions; they do not need to be formally consulted, nor do they contribute directly to the task or decision. |
The scheme of delegation applies to all schools across the Trust. If identified by the Trust Board that the levels of delegation need to be adjusted based on outcomes of the schools - the Governing Body will be informed of this. Formal adjustments to the scheme of delegations will be communicated to the individual school LGB and leadership team. A structured plan will be formulated to ensure rapid improvement and the reinstatement of full delegated powers.
Decisions required outside of this scheme of delegation - where a delay would be likely to be seriously detrimental to the interests of the school, a pupil, a parent or member of staff - the emergency decision making protocol will be applied.. All other decisions will and must follow the normal quorum process for decision making as identified in the terms of reference, scheme of delegation and Articles of Association.
CEO |
Accountable |
Ensure that the schools within the Trust comply with all the duties in relations to students with SEN. |
Responsible |
Monitor the school’s response to the recommendations of the last inspection and any significant changes in the quality of education. |
Monitor the school’s performance and for regulatory compliance and for supporting and challenging the school to develop its strengths and to address its weaknesses. |
Executive Team |
Responsible |
Monitor progress, achievement and learning of different groups of students. |
Monitor the overall quality of students’ progress, achievements and learning (achievement, attainment, progress, attitudes) and for supporting and challenging the school in order to help it continue to improve. |
Provide professional support to schools to help them improve and deliver high quality academic performance. |
Governing Body |
Responsible |
Appoint a GB member with responsibility for SEN and Disability and that they ensure the GB knows and understands the achievement and learning of different groups of students. |
Comply with the Local Authority in relation to ‘Local Offer’ for students. |
Know and understand the school’s response to the recommendations of the last inspection and any significant changes in the quality of education or care. |
Know, understand and challenge the overall quality of students’ achievements and learning (achievement, attainment, progress, attitudes). |
Support the school in its self-evaluation of significant strengths or weaknesses (academic and other achievements, personal development, and governance, leadership and management) |
Headteacher |
Responsible |
Accurate self-evaluation of the school, its strengths and weaknesses and for implementing a plan of action to address this. |
Cooperates effectively with school to school support contracts identified for the school to bring about rapid and sustained improvements. |
Has a detailed understanding of the overall quality of student’s achievements and progress based on accurate evidence of individual student achievement and progress. |
Knows what to do to improve academic performance and ensures appropriate action is taken in a timely, consistent and strategic way. |
Liaise with the local authority in respect of students who have or might have SEND. |
Specifically has a detailed understanding of the achievements and progress of different groups of students based on accurate evidence of individual student achievement and progress. |
To designate a teacher to be responsible for coordinating SEND provision. |
To make provisions for SEND students with or without a EHCP. |
Trust Board |
Accountable |
Carries the ultimate responsibility for the overall performance of Mast Academy schools and the schools within the Trust. |
Responsible |
Ensure the school has a SEND Policy that is reviewed annually. |
CEO |
Responsible |
Authorise any change in the PAN or admission over PAN in any year group. |
Executive Team |
Responsible |
Monitor statutory compliance on behalf of the Trust. |
Monitor student numbers and their impact on the financial health of the school. |
Provide support for setting and reviewing admissions policies and liaising with the LA. |
Governing Body |
Responsible |
Ensure that the school complies with admission appeals. |
Provide support, challenge, advice and encouragement in the area of marketing. |
To monitor pupil numbers and propose any changes to pupil admission number and propose adjustments to the CEO. |
Headteacher |
Responsible |
Contribute to and comply with any LA in year admission and fair access protocols. |
Develop and implement the school’s strategic marketing plan. |
Implement the school’s admissions policy and the appeals process. |
Measure the success of the marketing plan through the agreed key performance indicators and, most particularly, through student numbers. |
Trust Board |
Accountable |
Agree the principles underpinning each school’s admissions policy including that of SEND students, and the PAN and AN. |
CFO |
Responsible |
Develop the overall strategic plan for capital expenditure taking into account the individual schools’ strategic plans. |
Executive Team |
Responsible |
Develop the wider estates policy in line with the Trust’s strategy. |
Monitor statutory compliance with regulations relating to premises and accommodation on behalf of the Board. |
Provide the Boards and schools with professional support and advice relating to the management of buildings and the estate. |
Governing Body |
Informed |
Receive summary maintenance plans in order to understand any planned capital works and the impact of the strategic plan on the quality of the school buildings. |
Responsible |
Although not itself responsible for capital expenditure decisions, together with the Headteacher; the GB develop priorities for capital expenditure and large scale ‘minor works’ in line with the strategic plan. |
Headteacher |
Responsible |
Together with the GB and collaboration services; oversight of the PFI contract (where applicable). |
Together with the GB; develop priorities for capital expenditure and large scale ‘minor works’ in line with the strategic plan. |
With the professional support of the collaboration services is responsible for the maintenance of the school and its facilities. |
Trust Board |
Accountable |
Approve the annual strategic capital expenditure plan. |
Executive Team |
Responsible |
Support and advise when requested. |
Governing Body |
Accountable |
Know and understand the school’s links with the community, parents & carers and ensuring strong relationships at all levels |
Responsible |
Support, challenge and advise the school as it seeks to improve and enhance these links. |
Headteacher |
Responsible |
Develop effective links with the community, parents & carers. |
CEO |
Accountable |
Review with the Headteacher their professional development plans for staff. |
Executive Team |
Responsible |
Design, develop, commission and deliver professional development programmes including Headteachers induction. |
Lead the strategic vision and provides support for professional development, training, induction, talent development and succession planning across the whole group. |
Governing Body |
Informed |
Receive professional development and training summary reports from the Headteacher in order to ensure the GB is fully aware of the school’s activity in this area and can support and challenge appropriately. |
Headteacher |
Responsible |
Contribute to the Trust wide professional development and networks programme. |
Design, develop, commission and deliver professional development programmes at school level. |
Develop and implement the school’s strategy for professional development. |
Ensure induction and probation are highly effective for all staff. |
Ensure the school is engrossed in talent management and supporting the SCITT. |
Has a clear plan for succession planning for all key posts. |
Trust Board |
Responsible |
Ensure sufficient resources are allocated to professional development across all organisations. |
CEO |
Responsible |
Agree the curriculum plan annually. |
Executive Team |
Responsible |
Monitor statutory compliance on behalf of the Boards. |
Monitor statutory compliance with respect to the quality of spiritual, moral, social and cultural development of students on behalf of the Boards. |
Monitor the implementation of the curriculum and qualifications strategic vision and guidance. |
Provide curriculum and qualifications guidance for all schools. |
With the GB is responsible for supporting, challenging and advising the school in the development and implementation of its curriculum and qualifications framework. |
Annual review of SEND provision for SEND pupils throughout the schools |
Governing Body |
Accountable |
Adhere to the principles on which the school’s qualifications and curriculum policies are based in line with guidance as prepared by the DfE. |
Ensuring actions from the SEND review are implemented in schools |
Responsible |
Know and understand the school’s own evaluation of the quality of its curricular and extra-curricular provision. |
Know and understand the school’s own evaluation of the quality of spiritual, moral, social and cultural development of students. |
Support, challenge and advise the school in the development and implementation of its curriculum and qualifications framework and its extra-curricular provision. |
Headteacher |
Responsible |
Development and implementation of the school’s curriculum and qualifications framework. |
Development and implementation of the school’s extra-curricular provision. |
Ensure statutory policies as outlined by the MAT are in place and implemented. |
Ensure the curriculum allows students to progress to the next stage effectively. |
Quality of spiritual, moral, social and cultural development of students. |
Ensuring an annual review is completed of SEND provision for SEND pupils and appropriate actions taken. |
Trust Board |
Accountable |
Set the strategic vision for the schools’ curriculum and qualifications framework. |
Set the strategic vision for the spiritual, moral, social and cultural development of students. |
Ensuring an annual review is completed of SEND provision for SEND pupils |
CEO |
Responsible |
Monitor statutory compliance with respect to EYFS on behalf of the Trust. |
Executive Team |
Responsible |
Support, challenge and advise the school in its programme of improvement. |
Governing Body |
Responsible |
Appoint a member of the GB who has a specific responsibility for the oversight of EYFS and meets regularly with the EYFS Co-ordinator. |
Know and understand the school’s own evaluation of the quality of EYFS provision. |
Headteacher |
Accountable |
Meet the welfare requirements set down in law |
Responsible |
Accurate self-evaluation of EYFS, its strengths and weaknesses and for implementing a plan of action to address this. |
Trust Board |
Informed |
When appropriate receives reports in relation to EYFS. |
CEO |
Accountable |
Act as Accounting Officer for the Trust. |
Consulted |
Receive reports from the Finance Director. |
Responsible |
Monitor statutory compliance and the financial performance of the schools. |
Approve spend/order business case for spend/orders greater than £20k at a first school and £40k at a Middle School and up to £75k for the Trust overall |
CEO / CFO |
Responsible |
Approve CIF contributions greater than £10k or 20% (whichever is lower) up to £20K at a first school and £40k at a middle school |
Must obtain 3 quotes, and demonstrate evidence on best value for money, for all orders greater than £5k and less than £40k for procurement by the Trust collaborative team |
Executive Team |
Responsible |
Acts on behalf of the Trust to enable them to discharge their duties in relation to statutory compliance and the financial performance of schools. |
Ensure the entry on the Register of Data Controllers is up to date and accurate. |
Through the finance department; provide professional services for accounting, financial planning, and financial systems across the whole Trust. |
Consolidate the capital plan |
Obtain a quote or price confirmation in advance of orders for items between £1k and £5k for procurement in the Trust |
Informing the Trust Board of any offered donations (montertay and physical), to the Trust and any of it's schools |
Full tender process for spend/orders greater than £40k and less than the OJEU limit (subject to relevant approval limits) |
Governing Body |
Consulted |
Contribute their views in relation to the final budget. |
Propose capital plan |
On CIF bid of contributions up to £10K or 20% of surplus budget (whichever is lower) |
Informed |
Approved spending within schools over £10K outside of the budget |
Advised of CIF contribution approval for above £10K or 20% (whichever is lower) |
Internal financial audit outcomes for the school |
The decision by the Trust Board of approval/rejection of donations offered. |
Responsible |
Together with the Headteacher; develop capital expenditure priorities against the schools’ strategic plan for submission to the executive team and board. |
Headteacher |
Responsible |
Ensure the school cooperates with internal and external audit and implements action plans swiftly. |
Together with the finance department; prepare the budget for approval by the Executive Team and is responsible for controlling costs and for ensuring the budget commitments are met. |
Together with the GB; develop capital expenditure priorities against the school’s strategic plan for submission to the executive and board. |
Approve CIF contributions up to £10K or 20% of surplus budget (whichever is lower) |
Advising the executive team of any offers of donations received for approval by the Trust Board |
Must obtain a quote or price confirmation in advance of spend/orders for items between £1k and £5k |
Must obtain 3 quotes, and demonstrate evidence on best value for money, for spend/orders greater than £5k and less than £40k (subject to approval limits of £40k for a Middle School and £20k for a First School) |
Obtaining a quote in advance is best practice for spend/orders less than £1k |
Approve spend/order business case for spend/orders up to £20k at a first school and £40k at a Middle School |
Trust Board |
Accountable |
Annually appoint auditors and ensure robust internal and external audit processes |
Develop the overall strategic vision for the finances of the Trust as a whole and of the schools. |
Formally approve the overall budget and delegates budgets to individual schools in the summer term; advises the Board with respect to financial priorities in light of strategic plan. |
Fully compliant OJEU tender procedure for orders and contracts as determined by OJEU limits |
Set the financial parameters within which the school budgets are created. |
Approve capital plan |
Is legally accountable for the Trust’s assets and accounts. |
Approving or rejecting offered donations (monetary and physical), to the Trust and any of its schools |
Informed |
Receive summary management accounts from the Finance team in order to ensure the Board is fully aware of the Trust’s and individual school’s financial performance. |
Responsible |
Develop the overall strategic plan for capital expenditure taking into account the individual school strategic plans. |
Review and recommend capital plan |
Approve CIF contributions greater than £20k at a first school and £40k at a middle school |
Approve spend/order business case for orders between £75K and the OJEU limits |
Approve spend/order business case for spend/orders over the OJEU limits |
Considering all offered donations (monetary and physical), to the Trust and any of its schools |
CEO/CFO |
Responsible |
Obtaining a quote in advance is best practice for spend/orders less than £1k by the Trust collaborative team |
Must obtain a quote or price confirmation in advance of spend/orders for items between £1k and £5k by the Trust collaborative team |
CEO |
Responsible |
Carry out delegated duties from the board. |
Executive Team |
Responsible |
Acts on behalf of the Boards to enable them to discharge their duties in relation to statutory compliance and the performance of schools. |
Provide the Boards and GBs with advice and guidance to help them improve and evaluate their processes and effectiveness. |
Provides administrative support for the Boards. |
Provides effective clerking for the boards as specified in the governance structure. |
Support the Boards and GBs with their training and new member induction. |
Ensure the boards receive papers in advance of meetings (7 days in advance). |
Governing Body |
Accountable |
Ensure its own processes are line with the legal requirements as set down in the Articles of Association, the Master and Supplementary Funding Agreement. |
Consulted |
On the appointment of a Trustee Appointed Governor |
Informed |
The decision by the Trust Board on Governor removal appeals |
Of the appointment of an interim governing board |
Responsible |
Appoint the chair and vice chair from amongst their membership annually |
Approve/Decline the removal of a Governor in a local governing body |
Build an effective relationship with the Clerk. |
Evaluate its own processes and effectiveness. |
Own training and new member induction. |
Represents the GB when required on Trust wide boards and/or groups |
Succession planning and the recruitment of GB members to ensure an appropriate balance of skills and effectiveness. |
Represent on the Trust development group as identified by the Trust Governance structure and terms of reference(s) |
Ensure the constitution of the governing body meets with the DfE competency framework for governance, as a whole and the identified 'someone on the board' |
Appointing members in accordance with the link governance requirements |
Maintaining termly assurance visits and providing written reports for the whole GB and relevant Trust Committee |
For electing a trustee appointed governor to their board after consultation |
Headteacher |
Responsible |
Act as a Governor on the GB. |
Build an effective relationship with the Clerk. |
Ensure GBs receive papers in advance of meetings (7 days in advance). |
Ensure meetings are carried out in line with the terms of reference and this SoD. |
Trust Board |
Accountable |
Has legal responsibility for statutory compliance. |
Legally responsible for the Trust, the schools and their governance. |
May delegate responsibilities to the GBs and to senior executives. |
Responsible for its own processes in line with the legal requirements as set down in the Articles of Association and the Master Funding Agreement. |
To appoint an interim governing body in a school where governance is not meeting the statutory or education requirements |
Informed |
In receipt of termly assurance visit reports |
Responsible |
Appoint the chair and vice chair from amongst their membership annually |
Evaluating its own processes and effectiveness. |
Hear and decide the outcome of appeals from Governors who have been removed from a local governing body before then end of term |
Own training and new member induction. |
Succession planning and the recruitment of the Trust Chair, Board members to ensure an appropriate balance of skills and effectiveness. |
Appointing members in accordance with the link governance requirements |
Maintaining termly assurance visits and providing written reports for the relevant Trust Committee |
Appointing Trustees to support Local Governing Bodies where identified as a Trustee Appointed Governor |
Executive Team |
Informed |
Receive updates from the headteacher on formal complaints received |
Responsible |
Monitor complaints and for their handling in line with Mast Academy schools guidance. |
Manage complaints when made against the senior leader or governing body. |
Governing Body |
Informed |
Receive reports on formal complaints. |
Responsible |
Managing stage 2 formal complaints against the school |
Headteacher |
Responsible |
Deal with and respond to complaints at an informal and school level wherever possible. |
Implement the Trust’s policies with respect to handling of complaints. |
Monitor statutory compliance in relation to complaints. |
Refer complaints received directly by the school to the appropriate person. |
Informing the local governing body and executive team on formal complaints |
Manage all complaint stages unless the compliant is against the senior leader or governing body. |
Trust Board |
Accountable |
Set the complaints policy. |
Responsible |
Monitor statutory compliance in relation to complaints. |
Refer complaints received directly to the appropriate person. |
CFO |
Responsible |
Monitor and review the implementation of the group’s risk management framework. |
Executive Team |
Responsible |
Commission professional health and safety audits with follow-up support and guidance at a local level. |
Monitor statutory compliance with respect to health and safety on behalf of the Trust. |
Monitor the implementation of the health and safety guidance and policies. |
Provide health and safety and risk management guidance and training for all schools including GBs. |
Governing Body |
Informed |
Receive regular summary health and safety reports (including copies of the professional health and safety audits) from the Headteacher in order to ensure the GB is fully aware of the school’s activity in this area and can support and challenge appropriately. |
Headteacher |
Responsible |
Health and safety in their school. |
Implement recommendations from the professional health and safety audits. |
Implement the Trust’s health and safety policies, guidance and training in their school. |
Implement the Trust’s risk management framework. |
Trust Board |
Accountable |
Approval of overall health and safety policies. |
Responsible |
Develops and monitors the group’s H&S risk management framework. |
CEO |
Responsible |
The CEO participates in appeal hearings for HR related policies such as grievance, capability or disciplinary process. |
To appoint, suspend and dismiss members of the Executive Team. |
Performance management of the Executive Team and Headteachers of each school and recommendation for incremental pay progression. |
Consider approval of the recommended managing staff reduction plan |
Define Trust collaborative team and executive & senior leadership structure |
Has the authority to dismiss, any member of staff across the Trust in accordance with MAST disciplinary policy. |
Consider changes to staffing body outside of Trust agree job families, roles and pay grades and provided recommendations accordingly to Trustees |
Executive Team |
Informed |
Outcome of any pay, grievance, capability or disciplinary process |
Responsible |
Audit and review each school’s procedures as appropriate. |
Implement and monitor the performance management programmes across the whole Trust. |
Lead the strategic vision and provides professional support for performance management across the whole Trust. |
Provides HR support in all HR related matters. |
Ensuring the adoption and adherence to the staff wellbeing charter |
Confirm any ratification or otherwise on proposals for changes to staffing body outside of Trust agree job families, roles and pay grades |
Governing Body |
Accountable |
Ensure the school staffing structure is fit for purpose and affordable. |
Consulted |
When invited to do so by the CEO/Board; contribute to the performance management of the Headteacher. |
Consider changes to staffing body outside of Trust agree job families, roles and pay grades and provided recommendations accordingly to the headteacher |
Informed |
Receive reports from the Headteacher in relation to the performance management of all staff in order to ensure the GB is fully aware of the school’s activity in this area and can support and challenge appropriately. |
Of outcomes from disciplinary hearing heard by the Trust Board |
For ratification on proposals for changes to staffing body outside of Trust agree job families, roles and pay grades by Headteacher |
Outcome of any pay, grievance, capability or disciplinary process |
Responsible |
Participate in hearings and appeals as part of the pay, grievance, capability or disciplinary process which are not likely to have a gross misconduct outcome. |
Ensuring the adoption and adherence to the staff wellbeing charter within the school |
Headteacher |
Responsible |
Ensure all Staffing policies are implemented, including Equality Policy. |
Has the authority to dismiss in line with Trust policy. |
To suspend/dismiss staff in consultation with the Executive Team. |
Implement the performance management programmes for all staff in the school and recommendation for incremental pay progression. |
Define their own school staffing structure within budget constraints |
Propose a managing staff reduction plan. |
Ensuring the adoption and adherence to the staff wellbeing charter within the school |
Provide business case to CEO for approval of changes to staffing body outside of Trust agree job families, roles and pay grading |
Hearing cases as part of the pay, grievance, capability or disciplinary process and issuing outcome as appropriate or referring to the trust board where gross misconduct may be an outcome. |
Trust Board |
Accountable |
Approval of statutory Staffing policies |
Ensure the Trust collaborative and leadership team structure is fit for purpose and affordable. |
Consider approval of recommended pay progressions of staff. |
Consider approval of recommended pay progressions of executive leaders. |
Ensure the managing staff reduction process is fair and equitable. Ratify on behalf of the board on the managing staff reduction plan. |
Approve the non contractual severance payments and exgratia payments |
Ensuring the adoption and adherence to the staff wellbeing charter |
Approve changes to staffing body outside of Trust agree job families, roles and pay grades |
Responsible |
Has the authority to dismiss Senior Leaders including head teachers from any school. |
Performance management of the CEO and approval incremental pay progression. |
Hearing disciplinary outcomes that may be considered as gross misconduct |
DPO |
Consulted |
By the headteacher on all freedom of information and subject access requests |
Responsible |
Ensure compliance with all data protection legislation and good practice across the schools. |
Ensure registration with the Information Commissioner Officer (ICO) |
Support the schools with the effective safe storage of data. |
Executive Team |
Responsible |
Maintain accurate and safe staff records for the Executive Team. |
Carry out compliance of websites and GIAS. |
Ensuring cyber security protection and ransomware protection is in place across the Trust |
Any financial demands relating to cyber security to be informed to the Audit Committee and Board of Trustees |
Governing Body |
Accountable |
Ensuring the website and GIAS is compliant and up to date. |
Informed |
By the headteacher on all freedom of information and subject access requests |
Responsible |
Ensure Information technology has the appropriate cyber security protection |
Ensure systems comply with Information management legislation with relation to students, parents/carers, staff and the wider community. |
Ensure the effective implementation of the data protection policies and procedures in the school. |
Headteacher |
Responsible |
Ensure compliance with all Data Protection legislation and good practice in the school. |
Ensure the publication of school information ensuring all electronic communication including websites are up to date. |
Maintain accurate and secure staff records. |
Maintain accurate and secure student’s records. |
Ensuring website and GIAS is compliant and up to date. |
Managing all freedom of information and subject access requests |
Any financial demands relating to cyber security to be informed to the Executive Team |
Trust Board |
Informed |
The website and GIAS is compliant and up to date. |
By the headteacher on all freedom of information and subject access requests |
Cyber security and ransomware protection is in place and is adequate |
Responsible |
To approve data protection policies and procedures for schools, including; - The requirement to notify individuals as to how information is to be used - Safe storage |
Any financial demands relating to cyber security to be referred to the ESFA |
CEO |
Informed |
Attend feedback meetings with DfE/Ofsted. |
Responsible |
Annually agree the internal grading for the school. |
Support the Headteacher to ensure the school is inspection ready. |
Executive Team |
Responsible |
Provide support to the school to ensure it is ‘inspection ready’. |
Governing Body |
Informed |
Understand the requirements of inspection process and supports the Headteacher in being ‘inspection ready’. |
Responsible |
Engage fully with the inspection process. |
Headteacher |
Responsible |
Communicate the outcomes of the inspection process with parents, carers and stakeholders. |
Ensure the GB and all staff fully understand the requirements of the inspection process. |
Ensure the school is ‘inspection ready’ at all times. |
Notify the CEO of contact from the DfE/Ofsted asap. |
Trust Board |
Informed |
Receive final inspection reports. |
CEO |
Responsible |
Support and challenge Headteachers with their systems for monitoring the quality of teaching. |
Executive Team |
Responsible |
Monitor compliance with teaching standards on behalf of the Boards. |
With the GB; support, challenge and advise the school in its programme of improvement. |
Governing Body |
Responsible |
Know and understand the school’s own evaluation of the quality of teaching. |
With the CEO; support and challenge the school in its programme of improvement. |
Headteacher |
Responsible |
Accurate self-evaluation of the quality of teaching, its strengths and weaknesses and for implementing action to address this. |
Ensure external view / validation in terms of these judgments. |
Quality of teaching in the school, ensuring consistent good or better teaching leads to high quality outcomes for all students. |
Trust Board |
Accountable |
Ensure sufficient resources are allocated to deliver the highest possible quality of teaching. |
CEO |
Responsible |
Recruitment and appointment of the Headteachers of schools and consulted on the recruitment of Senior Leaders. |
Executive Team |
Consulted |
As invited to do so; support the Headteacher by joining appointment panels or otherwise contribute to the appointment process of senior leadership team members. |
Responsible |
Monitor the Single Central Record and statutory compliance with respect to training for safer recruitment on behalf of the Boards. |
Provide the Boards and schools with professional HR support and advice relating to the recruitment of staff. |
Provide the Boards with administrative support in the recruitment of Headteachers and senior staff. |
Governing Body |
Consulted |
As invited to do so; contribute to the appointment of the Headteacher. |
When invited to do so (and would be expected in the case of senior leadership posts); support the Headteacher by joining appointment panels or otherwise contribute to the appointment process. |
Informed |
Use key performance data provided by the school is fully aware of the school’s activity in terms of its staff, staffing structures and more general HR data and can support and challenge appropriately. |
Responsible |
Know and understand the training requirements for safer recruitment including members’ own training if taking part in recruitment processes. |
Headteacher |
Responsible |
Accuracy of the school’s Single Central Record and statutory compliance with respect to training for safer recruitment. |
Recruitment and appointment of all school staff other than the Headteacher, in line with Trust policies. |
Trust Board |
Responsible |
Ratify the appointment of Headteachers. |
Recruitment and appointment of the Chief Executive and senior staff. |
CEO |
Accountable |
Monitor statutory compliance with respect to safeguarding and child protection on behalf of the Boards. |
Responsible |
Ensure all schools are working effectively in a multi-agency approach, to support the safety of children and young people. |
Maintain high-level professional development in relation to this area. |
Executive Team |
Responsible |
Ensure all Board members have the appropriate child protection checks and are recorded on the Single Central Record. |
Monitor the implementation of the safeguarding and child protection guidance. |
Provide safeguarding and child protection guidance for all schools. |
Governing Body |
Informed |
Receive summary reports including child protection, exclusions, attendance, behaviour in order to ensure the GB is fully aware of the school’s activity in this area and can support and challenge appropriately. |
Responsible |
Appoint a member of the GB who has a specific responsibility for ensuring the GB is fully briefed on safeguarding and child protection in the school and undertakes safer recruitment training. |
Ensure underperformance is challenged at school level |
Undertake annual training as requested by the Executive team |
Headteacher |
Accountable |
Statutory compliance of safeguarding and child protection in the school |
Responsible |
Ensure a fully trained DSL is in place. |
Ensure all staff receive annual training in line with statutory responsibilities. |
Ensure that a named person for Looked After Children is in place. |
Ensure that the school responds to local and national need/priorities. |
Ensure timely completion of all audits relating to safeguarding. |
Implementation of safeguarding and child protection policies and best practices within the school |
Provide reports for the GB. |
Trust Board |
Accountable |
Ensure that there is a complaint policy in place that is reviewed and updated in accordance with the national requirements |
Informed |
Receive reports and review KPIs as appropriate. |
CEO |
Accountable |
Approve the individual school strategic plans and annual KPI’s. |
Responsible |
Define the KPIs prior to board approval. |
Provide professional support and encouragement to the school(s) in developing and implementing its strategic plan and self-evaluation. |
Review periodically progress towards achieving the SIP goals. |
Review school(s) self-evaluation and provides challenge when required. |
Executive Team |
Responsible |
Implement the Boards’ strategic vision. |
Provide templates and support for strategic documents. |
Governing Body |
Consulted |
Together with the Headteacher; oversee the development and regular updating of the school’s improvement plan (SIP). |
Responsible |
Acting as a critical friend when scrutinising the self-evaluation. |
Oversee the implementation of the Boards’ strategic vision as it applies to the school. |
Together with the Headteacher; develop the school’s 3-5-year Strategic Plan (SDP) for approval by the Trust Board. |
Headteacher |
Responsible |
Implement the 5-year strategic plan and the annual school Improvement Plan (SIP). |
Together with the GB; develop the school’s 5-year Strategic Plan for approval by the Trust Board. |
Together with the GB; develop the school’s annual Improvement/Development Plan (SIP). |
Write the annual self-evaluation. |
Trust Board |
Accountable |
Develop the overall strategic vision for Mast Academy Trust. |
Monitoring the implementation of the strategic plan and vision |
CEO |
Responsible |
Communicate a clear vision for the Trust. |
Governing Body |
Responsible |
Ensure their school has a clear vision in place, which is regularly reviewed and communicated widely. |
Together with the Headteacher; the Chair ensure the views of the GB are well communicated to the Trust Board. |
Use the objective information they receive to be well informed about standards in school and progression towards the school's vision. |
Headteacher |
Responsible |
Implement the school vision as determined by the GB. |
Together with the GB Chair; ensure the views of the GB are well communicated to the Trust Board. |
Together with the GB Chair; ensure GB members have all the information they require to be well informed about both the school and Mast Academy schools. |
Trust Board |
Accountable |
Set a clear vision for the Trust and the schools. |
Page updated July 2023