Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW LGB Governance Framework
Status
Agreed
Date of Approval
August 2014
1 Next Review
July 2015
Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW GENERAL
The Collective Spirit Multi-Academy Trust (The Trust) is a company and exempt charity, which
has an existing academies and has the power to establish other academies. With effect from the 1st
September 2014 the Trust comprises:•
•
Collective Spirit Oldham
Manchester Creative Studio
Its mission is:
The solutions to poverty, under achievement, social exclusion, disadvantage and
deprivation is most effectively realised through receiving the highest quality education.
Unfortunately amongst our poorest communities, existing educational provision is either
not working, or not working fast enough.
Our mission transforms established teaching practices through placing the needs of our
children above existing teaching norms and doctrine. Using a radical approach to
schooling, taking the best from international practice alongside new and original ideas, we
will become an exemplar school transforming the academic achievements and life
aspirations of children from amongst our most deprived communities.
This governance framework describes the structure of the Trust; the role of The Trust’s members;
the collective purpose and functions of the board of directors, the local governing bodies, and the
board’s committees; directors, governors and committee members individually; and the executive
management team, in respect of the overall governance, strategic leadership and operational
management of The Trust.
Greater detail on the delegated powers to the Local Governing Body can be found with the
Scheme of Delegation to the LGB.
2 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW The following schematic diagram illustrates the structure and governance of the Trust:-
Collective Spirit Mutli-‐Academy Trust Overarching Governance Structure
Collective Spirit Multi-‐Academy Trust
Members
Collective Spirit Multi-‐Academy Directors
Manchester Creative Studio
Collective Spirit Oldham
Local Governing Board
Local Governing Board
Receive reports on the finances and the s trategy of the school from Directors.
Appoint and remove Directors
Enter into master funding agreement and supplemental agreements w ith the DfE. Determine structure o f t he MAT and its functions. Accountable for t he performance of schools within MAT but may d elegate aspects of t heir governance to LGBs.
Hold the Local Governing Body accountable for its actions.
Members.
Alun Morgan
Dr Virinder Kalra
Cath Dobson
Andy Lovatt
David McCall
(Trust members will meet a minimum of once per year)
Directors.
Chair:-‐ Alun Morgan
Nimisha Mistry
Martyn Potts
Treasurer:-‐ Ben B arsky
Company Secretary:-‐ Steve Kuncewicz
CS Oldham Chair of Governors:-‐ Shamim Miah
MCS Chair of Governors:-‐ Max Larcombe
CEO:-‐ Raja Miah CSCT (ex-‐officio)
(Mutli -‐ Academy Board will meet a minimum of three times per year)
Version 1
1st September 2014
3 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Collective Spirit Oldham
Governance Structure
Support the work of the Board of Directors through taking decisions/making recommendations Can be comprised of governors and other representatives as appropriate -‐ e.g. parents Collective Spirit Oldham Local Governing Body:-‐
Chair:-‐Shamim Miah
Safeguarding/Child Protection:-‐ Nimisha Mistry
SEND:-‐ TBC
Curriculum:-‐Nicola Barthorpe(Ex-‐Officio)
CPD/ Performance Management/QA:-‐ Martyn Potts
Principal:-‐ Elizabeth Whitehead (Ex-‐Officio)
Finance:-‐ Ben Barsky
Business Lead:-‐ TBC
Parent Governor:-‐ Rhanna Kahtun
Staff Governor:-‐ TBC (Ex-‐Officio)
(Governing Board w ill meet a minimum of three times per year)
Finance Sub-‐Committee
CPD/ Performance / QA Sub-‐committee
Health and Safety and Safeguarding Sub – Committee
Finance Lead:-‐ Ben Barsky
Principal:-‐ Liz Whitehead (AO)
Operations Manager:-‐ Debbie Knox
Director of Operations:-‐ James Spencer
CPD/ Performance Management/
QA:-‐ Martyn Potts
Curriculum:-‐ Nicola Barthorpe
Principal:-‐ Liz Whitehead
Safeguarding/Child Protection:-‐ Nimsha Mistry
SEND:-‐TBC
Principal:-‐ Liz Whitehead
Operations Manager:-‐ Debbie Knox
Each Local Governing Board will have 3 subgroups with Member of the Governing Body with responsibilities in these areas, the Principal and any other designated member of the governance structure as the directors deem fit to support.
The 3 sub-‐groups are Finance, Health and Safety & Safeguarding and CPD/Performance Management/QA
Implements the strategy as devised by the governors Reports back to the governing body Runs the day to day operations for the school Principal.
Collective Spirit Oldham – Liz Whitehead
Version 1
1st July 2014
4 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Constitutional Issues
The Local Governing Bodies recognise their responsibility towards the common good, not just of
the Academies for whom the Company is responsible and, but of all the families and communities
in the areas served by the Company. In light of the principle of common good, the Local
Governing Body also acknowledges the desire and obligation of the Directors to put in place
measures to ensure that any Academy for whom the Company is responsible is supported when
the need arises. Where this may have a financial impact on the Academies, any policy shall first
be discussed with the Local Governing Bodies and their views taken into account in relation to the
setting and implementation of any such policy.
The Local Governing Body shall be the “Advisory Body” for the Academy as required by the
Master Funding Agreement entered into between the Company and the Secretary of State (the
“Secretary of State”) governing the affairs of the Company (the “Master Funding Agreement”).
Roles and Responsibilities
All directors, governors and committee members within the Trust have a duty to act at all times in
accordance with the position of trust that they hold. Therefore, in conducting The Trust’s
business, they must ensure that the interests of the Trust as a whole are protected and at all times
they must concern themselves with two principal questions:
(1) Whether The Trust is keeping within its objects and powers;
(2) Whether its actions are financially responsible.
All academies within a Trust will be implicated if the practice in any one academy is judged to be
less than “good”.
The board of directors and each local governing body and board committee, in conjunction with
the company secretary, should review its own performance annually.
The Trust will also consider the use of external challenge and validation of its assessment where
appropriate to ensure that it is progressing towards, or maintaining excellent standards of
governance taking into account the various codes and best practice which exist for the sector and
in the wider business environment.
A Role Profile for Governors and Committee Members is in place to assist them in understanding
their roles. A Person Specification for Directors, Governors and Committee Members is in place
to set out the qualities and core competencies expected.
These documents are attached to the letter of appointment, which must be counter-signed at the
start of each individual’s term of office.
In counter-signing the letter each director, governor or committee member agrees to work to their
roles and responsibilities as set out in these documents and to the best of their ability attain the
competencies set out in the person specification. Directors, governors and committee members are
expected to refer to them throughout their term of office in order to remind themselves of their
obligations to The Trust.
Conduct
The Trust recognises the need to set and achieve high standards of conduct for its directors,
governors and committee members, as it does for its staff. The Trust’s Code of Conduct applies to
5 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW all directors, governors and committee members.
The code of conduct applies to all directors, governors and committee members operating inside
or outside of their academy or the Trust including any panels, working groups, or other meetings
or events which they attend either on behalf of their academy or the Trust or where their presence
and behaviour will reflect upon their academy or the Trust.
It also covers the conduct of directors, governors and committee members in their dealings with
staff, partner organisations and members of the public.
All alleged breaches of the code of conduct for will be investigated by the company secretary in
consultation with the chair of directors, any other relevant chair and the Principal. Ultimately the
board of directors may terminate the appointment of any director, governor or committee member
found to have been in breach of the code.
Probity
It is important that The Trust maintains the highest standards of probity in all its dealings so that
directors, governors and committee members are not open to possible criticism or any charge of
undue influence. The Trust has a Gifts and Hospitality Policy is available on request.
The purpose of this policy is to provide directors, governors and committee members with
guidelines as to the level of gifts and hospitality that may be acceptably received or given and to
provide a system for such gifts or hospitality to be recorded (including those declined).
Expenses
The Trust will reimburse the reasonable travel expenses of directors, governors and committee
members. It will also reimburse the cost of subsistence (where provision is not otherwise made),
child care and adult care costs in certain circumstances where incurred in connection with the
business of the Trust, and make available an allowance to cover broadband and phone costs.
The Expenses Policy is available on request.
Claims will only be reimbursed in accordance with the policy following submission on a form
approved by the company secretary. Claims will be authorised by the company secretary and
reviewed annually by the Responsible Officer and/or Finance Committee.
Performance, Training and Development
The essential and desirable skills, knowledge and experience required on the board of directors,
the local governing bodies and the board committees are also regularly reviewed to ensure that
each body is as effective as possible. Skills gaps are met through good succession planning and
renewal i.e. the retirement and recruitment of directors, governors and committee members and
potential co-option.
Collective performance and effectiveness is reviewed by way of a self-assessment questionnaire
to all directors, governors and committee members covering a range of issues such as roles and
responsibilities, procedures, relationships, effectiveness and evaluation of the schools operations.
Training and development needs are also assessed regularly as part of the skills audit and/or the
annual appraisal process.
Each director, governor or committee member however has a duty to identify training and
6 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW development needs they may have during the course of the year and raise them the company
secretary. The outcomes will inform the governing body action plan.
The effectiveness of directors, governors and committee members as individuals is kept under
review by the relevant chair.
There is an annual review process in line with the performance review scheme. Any performance
issues will during the year will however be managed by the relevant chair.
Where the issues relate to the chair of directors, then the vice chair in consultation with the
Principal and company secretary will take necessary action in line with the articles of association
and this framework.
An annual one-to-one review meeting will provide an opportunity to give positive feedback,
discuss and address any concerns relating to performance. Ad hoc meetings can also be arranged
at the chair’s discretion during the course of the year.
The company secretary will maintain a log of all director, governor and committee member
training.
All directors, governors and committee members are encouraged to complete a personal
development action plan as an effective method of evidencing their commitment to on-going
professional development.
Remuneration
The Trust’s articles of association are clear in stating that remuneration is not usually feature for
those undertaking a voluntary role as a director, governor or committee member. They do
however contain provisions permitting payments to a director in certain circumstances.
The Trust is a covered by charity legislation, so the requirements are strict and the following
conditions must be observed:
• There should be a written agreement in place between the individual(s) and The Trust
(which includes the amount of remuneration to be received).
• The amount of remuneration must be reasonable in all the circumstances.
• The directors must conclude, before entering into the agreement that it is in the best
interests of The Trust to enter into the agreement for the remuneration proposed. The
reasons for this must be entered into the minutes.
• Any directors who are in receipt of remuneration for services must always be in the
minority.
• The remuneration cannot cover services which are provided to The Trust in the
individual’s capacity as a director, governor or committee member.
All remuneration or expenses claimed most confirm with the Expenses policy.
There are also conditions on the management of conflicts of interests which mean that should
there be any matter concerning the agreement, its conditions, or remuneration then the individual
must declare their interest at the start of any meeting and be absent from any discussion unless
expressly invited to remain to provide information and to withdraw from, and not participate in,
any vote. The written agreement put in place should include the mechanism under which the
individual’s performance will be appraised and how any issues will be manages under the
contract.
7 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Board of Directors, Local Governing Body and Committee.
The Trust is established on the basis that the board of directors have significant levels of power
and authority to determine strategy, policy and standards for the Trust as a whole.
Whilst the local governing bodies and the local sub-committees have duties to ensure that the
Trust remains solvent. The Local Governing Body core role is to monitor the delivery of the
mission and vision against Trust standards and engage with stakeholders internally and
externally to ensure that their needs are being met.
All directors, governors and committee members must contribute fully to The Trust’s work as a
Trust. Directors, governors and committee members will have their performance reviewed
annually.
Board of Local Governing Body
The board of Governors has terms of reference, which summarise the duties, and responsibilities
of the board as a whole and the powers that it has to make decisions.
The core functions of the Local Governing Board includes responsibility for oversight of all of the
School Curriculum and arrangements, keeping them under review and agreeing changes in
national standards.
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setting the aims and objectives of the School;
determination of the educational vision of the Academy in consultation with the Directors,
including, but without limitation, determination of the Academy’s development plan;
maintenance of the Academy estate in accordance with the guidelines established by the
Directors.
maintaining a fixed asset register;
notifying the Directors of any changes to fixed assets used by the Academy;
determination and implementation of the admissions policy and arrangements for the
Academy in accordance with admissions law and DfE codes of practice;
implementation of actions required to comply with statutory regulations and the Funding
Agreements.
It will agree all standards, strategies, and policies that have been delegated to its remit.
The local Governing Body will have oversight for the three sub-committees.
There is greater information on the delegated duties within the Scheme of Delegation to the LGB.
Resignation and removal
A Director or Governor shall cease to hold office if they give notice to the Board of Directors or
Local Governing Board. This must be in writing and a record will be kept by the company
A person may also be removed by the Directors but only after the Directors have given due regard
to any representations by the Local Governing Body.
Disqualification of members of the Local Governing Body
A person serving on the Local Governing Body shall cease to hold office if they become
incapable by reason of mental disorder, illness or injury of managing or administering his own
8 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW affairs.
Continued non-attendance at Governing body meeting may lead to disqualification without
appropriate agreement by the Chair of Governors.
A person shall be disqualified from serving on the Local Governing Body at any time when
subject to a disqualification order or a disqualification undertaking under the Company Directors
Disqualification Act 1986 or to an order made under section 429(2)(b) of the Insolvency Act
1986.
REPORTING, DECISION MAKING AND RECORD KEEPING
Reporting
It is the duty of the Principal, the other members of the executive management team, other senior
managers and agents to ensure that the board of directors, the local governing bodies and the
board committees are well informed so as to be able to carry out their responsibilities.
Directors, governors and committee members have a range of skills, knowledge experience and
competencies. In order to keep them properly informed, staff must provide usable, clear and
concise information; enabling directors, governors and committee members to extract the key
points from text and data with ease.
Any item requiring a decision must be supported by a written report. All written reports should
include:
• The Academy Trust logo.
• Name of the decision making body e.g. the board of directors, a local governing body or a
board committee.
• Date of meeting.
• Title of report (NB must enable easy search and retrieval and be consistent with previous
reports on the same subject)
• Whether all or parts of the report and appendices are confidential or not.
• Purpose of report.
• Authority for decision.
• Background papers (listed as hyperlinks only).
• An executive summary including why the report is being brought forward, what the
directors, governors or committee members are being asked to do (e.g. to consider,
scrutinise, advise, decide).
• Linkages to the vision, strategic plan, vision implementation plan, strategic goals and
objectives.
• Introduction and relevant background information (including wider sector context and
changes).
• Main content of report presented in clear sections and paragraphs.
• Conclusions.
• Recommendations (which must be clear and easily converted to a resolution).
• Report author, contact details, date of production.
Implications for Decision Making
Report authors must consider and set out where appropriate in the report the impact upon and any
implications arising for the following areas:
9 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Area
Legal
Financial
Resources
Environment
Community
Human Resources
Consider implication relating, but not limited to:
Legislative, statutory and regulatory changes and/or requirements
(see notes below)
New technologies, facilities etc
Sustainability, health and safety etc
Internal and/or external stakeholder engagement
Structure changes, diversity and inclusion, etc
It is particularly important that reports clearly identify the financial implications of the decision
sought from the meeting. The assessment of financial implications should include where relevant
the following:
(1) The impact on budget
(2) The impact on the strategic plan
(3) The impact on the vision
Implications do not always need to appear as headings but must be considered and information
provided within the report so that it flows logically and aids reading and understanding of the
issues.
Where it is proposed to enter into any form of contract which differs from forms previously
agreed by the board of directors (or local governing body or board committee) then a solicitor's
report (or a synopsis thereof) should also be provided.
Consultation
Reports should also set out where there have been consultation with key stakeholders.
The extent of consultation will depend on the matter in hand. Where appropriate, matters for
consideration can be subject to consultation before presented to the board, local governing body or
committee, provided they are in line with the strategic direction set out in the strategic or vision
implementation plan or an agreed strategy.
Matters of principle should still be subject to board of directors, local governing body or
committee consideration before consultation.
There are clear links between the governance structures of the Trust and the stakeholder
engagement structures.
These operate on different levels. Reference should be made to the stakeholder engagement
strategy at the appropriate level of engagement to help inform the reporting and decision making
processes.
Effective Meetings
It is the aim of the Trust that all meetings of the board of directors, local governing bodies, board
committees, working groups and panels should be:
• Efficiently administered;
• Able to deal effectively with the business on the agenda normally within two and half
hours;
• Conducted in a generally relaxed, but business-like atmosphere
• Chaired in such a way that business in hand is dealt with and that everyone is able to
make an effective contribution.
10 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW It is important that the standards are maintained as consistently as possible across the Trust in all
meetings. Directors, governors and committee members should be able to expect the same
standards at any meeting they attend and not encounter variations in how they are applied which
detract from effective decision-making.
A rolling twelve-month schedule of all meetings will be prepared annually and distributed to all
directors, governors and committee members. The timing of meetings will be agreed to enable the
recruitment and retention of directors, governors and committee members from all walks of life.
Written reports will be made available a week in advance so that directors, governors and
committee members can access them six clear days before a meeting.
Where this is not possible, standards are set for late papers and tabling of papers, which should be
on a very exceptional basis and with the agreement of the relevant chair and the company
secretary.
Report authors must circulate all draft reports in accordance with the agreed internal timetable.
The draft agenda will be agreed between the relevant chair and the relevant staff.
The Trust will ensure that all draft agendas and where appropriate draft reports are discussed in
advance. Report authors should ensure that all reports are adequately referenced and submitted to
the chair in accordance with the agreed dispatch timetable.
Minutes
Minutes of meeting should be concise and to the point. They must set out the key issues which
were for consideration (the purpose of the report and very brief summary) and then highlight only
points within the debate which were pertinent to the decision making.
Reference should not be made to individual director, governor or committee member
contributions unless specifically requested to be recorded in the minutes at the time.
A minute tracking system will be maintained by the company secretary highlighting all actions
arising, the responsible member of staff, director, governor or committee member; together with
the timescales for completion and/or reporting back. This will be monitored by the board of
directors, or relevant local governing body or board committee.
Resolutions should be clear and concise without any potential for misinterpretation. Resolutions
should flow from the recommendations within the report which should be drafted with resolutions
in mind.
Any delegations to make further decisions given to directors, governors, committee members, or
staff, should be specifically stated within the resolution. It should also be clear whether the
delegation is specific to that decision or a general delegation which can be exercised in similar
circumstance in the future. The latter should be referenced in the minutes for inclusion within the
appropriate scheme of delegation.
All minutes must be referenced in accordance with the sequential numbering system agreed by the
company secretary. The system will enable the easy retrieval of information relating to decisionmaking. Report titles must also enable the easy search and identification of report content and be
consistent with previous report on the same subject.
The draft minutes will be circulated to the relevant chair for (in principle) approval, and to the
11 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW company secretary and lead senior members of staff within 7 days of the meeting being held. The
final draft minutes incorporating feedback from all nominated parties will then be sent for
information to all those entitled to attend the meeting and to relevant staff within 14 days. They
will then be circulated as part of the papers for the next meeting for agreement and to be signed by
the chair as a true record of the meeting.
The minutes of all local governing bodies and board committees will be received by the board of
directors as part of its next agenda. The relevant chair or lead member of staff will report orally to
the meeting highlighting the key areas of business conducted at the meeting which require the
attention of the board of directors.
Any matters which require a decision of the board of directors should be ‘resolved to recommend’
to the board of directors by the local governing body and be accompanied by the written report. It
is not acceptable to rely wholly on the minutes. It is important to highlight the details considered
by the local governing body or committee, the issues it considered and the substance of the debate
so that the board of directors can be assured of the level of scrutiny carried out. Where a strategy
or policy document is recommended then that must be produced in full for the approval of the
board of directors with changes evidenced via track changes.
Archives
A copy of all final versions of reports and minutes should be kept indefinitely and only be
disposed of after consideration by the board of directors. The central library copy held by the
company secretary will be the definitive version and it must include all appendices considered by
the board. Care must be taken when additional information is tabled at the meeting to ensure
copies are also retained in the central library.
An electronic database will also be held and access made available to all directors, governors,
committee members and staff through the drop box. The company secretary will agree on any
restrictions to access to reports and minutes in view of confidentiality.
Briefing Notes
Briefing notes will be issued as required on matters that are for information and do not require
scrutiny or decision by the board of directors a local governing body or a board committee. An
item will be included on the agenda of each meeting of the board of directors, local governing
bodies and board committees, listing the briefing notes issued since the last meeting. Directors,
governors or committee members will have an opportunity at their next meeting to discuss or
comment on the content of the briefings notes. Directors, governors or committee members should
give advance notice to the lead member of staff if they intend to raise issues on briefing notes at
the meeting particularly if it may require further action or research.
Urgent and Efficient Business
As stated earlier, reports should only be tabled at meetings on a very exceptional basis and with
the agreement of the relevant chair in consultation with the company secretary. Where the need
for decisions arise between meetings, these should be made via open and transparent discussions
with between senior officers.
Urgent decisions that involve issues of strategy, policy or principle, or financial risk to The Trust
may be taken either at a special meeting of the board of directors or local governing body.
They may also be taken using a written resolution by all members of the board of directors or
local governing body. Other decisions within the parameters of the strategies and polices adopted
12 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW by and retained within the authority of the board of directors or a local governing body and
without financial risk to The Trust may be made by delegated bodies of directors, governors or
committee members.
The Trust in seeking to manage its workload effectively recognises that from time to time
decisions may be taken outside routine meetings where it will lead to the more efficient use of
directors, governors or committee members’ time. With the prior authorisation of the relevant
chair, and in consultation with company secretary, matters which are not decisions of strategy,
policy or principle, performance, or present major financial risk to The Trust (including any
academy within the Trust) may be resolved in between meetings by written resolution by all
members of the board of directors or local governing body or board committee (as appropriate).
An emergency may occur which needs a prompt decision and is not covered by the delegated
authority specified. In such an event the policy provides for the Principal, consulting as set out in
the policy, to take appropriate action as necessary.
Openness
Directors, governors, committee members and staff within the Trust are committed to being open,
accountable, accessible and transparent in their work. The Trust has adopted an policy of
openness so that students, staff, parent/carers and the wider community can be aware of how The
Trust and the academies within the Trust work and how decisions are made. At the same time it
respects the fact that some information and decisions are confidential for reasons of commercial
sensitivity or the inclusion of personal data.
The Trust is committed to minimise its impact upon the environment and ways of working which
maximise effective use of electronic communications. Directors, governors and committee
members are required to have access to a computer at home which they can use to receive e-mails
and open attachments in the Microsoft Office suite of software applications.
E- Governance
It is acknowledged that some directors, governors or committee members may not have a
computer at home and may find some difficulties in paying for one or maintaining it. The
company secretary in consultation with the chair of directors may therefore agree to supply on
loan a computer and printer for use on Trust business and authorise the installation of a broadband
connection. The Expenses Policy includes an allowance for phone and broadband connection use.
Any board member with a computer on loan must comply with the Use of IT Policy
Chairs of the Local Governing Bodies and Board Committees
The board of directors will appoint all local governing body and board committee chairs at the
first meeting of the board of directors after the start of the school year. The chairs will be
appointed taking into account the skills and experiences required for the position and the balance
of chairing responsibilities across the Trust.
The company secretary must be appointed by the board of directors.
The company secretary is responsible for ensuring the maintenance of the following records at
The Trust’s registered office:
• Register of Directors
• Disclosure of interests register
13 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW •
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Tender register
Contracts register
Gifts and hospitality register
Exemptions register
Minutes for the board of directors. Each local governing body and each board committee
Up to date copy of the articles of association
The company secretary is responsible for ensuring that all statutorily required returns are made on
time to the Local Authority, Companies House, Charity Commission, Ofsted, Department of
Education, and any other relevant regulatory bodies.
The board of directors may also appoint a joint, assistant or deputy company secretary.
The company secretary has the duty and the right to provide appropriate challenge and support to
all Trust staff, including the CEO, to ensure compliance with good governance policy and practice
and make all reasonable enquiries should they believe that a breach of the law, regulatory
requirements or guidance, or the constitution has occurred.
Acronyms
Throughout the framework and elsewhere in other documents a number of terms are or may be
used for which contextualized definitions have been provided in the table below.
14 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Term
Definition
Academy
Articles
Independent school
Often used as shorthand for ‘articles of
association’ – The
Trust’s written constitution.
Chief Executive Officer also known as the
Executive Head teacher
The Collective Spirit Trust (as referred to in
the Memorandum and Articles of Association
as ‘The Company’) but referred to in this
framework as ‘The Trust’.
The Trust is a company limited by guarantee
and registered with Companies House.
Therefore members of the board are company
directors and collectively referred to in the
articles of association as the ‘board of
directors’.
Department for Education. A government
department headed by a Secretary of State.
The DfE is the principle regulator of
The Trust. The Secretary of State has some
very specific powers of intervention and
enforcement within The Trust’s articles of
association.
This is the government department responsible
for academy funding
A member of a local governing body for an
academy
The Trust Members are the custodians of The
Trust’s constitution. As a charity there are no
shareholders and no distribution of profits.
All parties with an interest in The Trust e.g.
students, parent/carers, staff, partner
organisations, the local authority, local
community etc
The Trust is an exempt charity subject to
charity laws and the
directors could occasionally be referred to as
charity trustees
The Trust’s values, which all directors,
governors, committee members and all staff
are expected to uphold in the way they fulfil
their roles and responsibilities including the
way they engage with stakeholders and
represent The Trust internally and externally.
CEO
The Company
Director
DfE
The Education
Funding Agency
Governor
Position of office
Stakeholder
Trustee
Values
15 Version 1 1st July 2014 Collective Spirit Academy Trust 16 Blossom Street, Manchester, M4 5AW Appendices
The main document and all appendices will be subject to a rolling review as follows:
Document
Date
Governance Frameworks (Main Document)
July 2015
Appendices
A
Trust Local Governing Body Scheme of Delegation
July 2015
B
Person Specification for Directors, LGB and Committee
Members
July 2015
C
Role Profile for Director, Committee Members and
Governors.
July 2015
D
Directors, Governors and Committee Members Code Of
Conduct
July 2015
E
Director, Governors and Committee Members Expenses
Policy
July 2015
F
Directors, Governors and Committee member Expenses Claim Form.
July 2015
G
Gifts and Hospitality policy
July 2015
H
Governor Application Form
July 2015
I
Governing Body Roles and Responsibilities
July 2015
J
Member Terms of Reference
July 2015
K
Board of Directors Terms of Reference
July 2015
L
Local Governing Body Terms of Reference
July 2015
M
Finance Committee Terms of Reference
July 2015
N
Performance/CPD/QA committee – Terms of Reference
July 2015
O
Health and Safety/Safeguarding committee – Terms of
Reference
July 2015
P
Meeting Agendas.
July 2015
16 Version 1 1st July 2014