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Collaboration for excellence

Growth plan & scheme of delegated authority

Welcome – vision & values of the trust

Benefits for all schools within Chancery Multi-Academy Trust

The members and directors

Phase 1

Phase 2

Phase 3

Phase 4

Scheme of delegated authority

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Welcome to Chancery Trust.

Our Trust was created with one sole aim. For member schools to deliver, through partnership and collaboration, an outstanding learning

experience for all children so they flourish and thrive; enabling them to achieve their own individual excellence.

Our ethos is rooted in the celebration and promotion of each member school’s own diverse and dynamic character. At Chancery Trust we

recognise the unique qualities of different schools; promoting their autonomy to enable each school to develop their own curriculum and

practices to reflect the needs of their learners. We will share best practice by ensuring that all member schools across the Trust benefit

from the successes of others and by investing in ‘expert teaching’ and an ‘irresistible curriculum.’

At Chancery Trust we believe that strong, innovative leadership is core to any school’s success and we will ensure that we promote

networking and shared working and that we are relentless in our ‘no excuses’ approach.

To achieve our aim, we will offer a rich range of professional development opportunities for all staff. Through highly effective coaching,

high quality continuing professional development and a culture of reflective practice and support, we will invest in broadening the

experiences of emerging leaders. We will ensure that all staff benefit from a rewarding and successful career within, between and

beyond our schools. We will combine resources where possible to build efficient organisations and share the strengths of each member

school in order to bring about school improvement and therefore build better futures for all of our children.

Mutual trust and respectful relationships amongst our schools will ensure that all prosper and excel.

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Benefits for all schools within Chancery Multi-Academy Trust

A lasting legacy

A school-led system ensures that schools have strong networks and a strong voice in their own future. Our school improvement approach

will help to build the capacity to improve from within, and a culture of looking outward and always trying to be better. Schools which join

our Trust are able to help shape our work, and to benefit both from the support they themselves receive and from participating in

supporting improvement in other Trust schools.

A culture of collaboration leads to success

School autonomy should not mean schools working in isolation. On the contrary, our schools, though independent from local authorities,

have a strong commitment to each other so that individual schools, and the family of schools, grow and improve through working

together.

School improvement strategy:

We will get to know our schools through robust monitoring and a formal planned cycle of peer reviews between schools,

facilitated through the headteacher executive sub-committee. These evaluations will be routinely reported to the directors. This

will ensure Key Performance Indicators (KPI’s) for each school are accurately identified and resources within the MAT across our

schools are directed to accelerate improvements (no deficit model) - building momentum by sharing strengths and expertise;

Quality Assurance - a rigorous and robust programme of quality assurance that helps to support staff, build expertise and capacity, and raise standards to deliver positive outcomes for pupils;

Investment in ‘expert teaching’ at all levels by growing and retaining talent through Schools Direct, mentoring, CPD programmes,

peer enquiry models and partnership work at middle leader level;

Ensuring best practice is shared within the MAT (SLE’s/LLE’s/specialism development);

Innovate and ensure an ‘irresistible’ curriculum across the schools which is relevant, rich and engaging;

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Leadership – we are growing a coaching culture, School Improvement Partner (SIP) work, Special Educational Needs

Development Coordinator (SENDco) development, learning & teaching leads and succession planning by broadening the

experiences of emerging leaders;

Outward facing - maintaining and growing links with partners to support practice – e.g. local cluster, Good to Outstanding groups,

other MATs, teaching school alliances, local authorities;

Centralising services, maximising economies of scale and generating income to enable money to be focused on learning &

teaching and to grow support services for children & families.

The behaviours we expect to see of all schools joining the trust:

Children at the heart of all decisions made Strong and capable leadership A focused determination to deliver excellent outcomes for all pupils Interacting with colleagues with respect and trust A commitment to continuous improvement through the development of expertise

Membership of Chancery Multi Academy Trust also brings:

A flexible scheme of delegation for the LGB to continue to lead and manage the school; A chance to generate income and lead on school improvement by offering school-to-school support; Continuing professional development for all staff; An opportunity for head teachers to join an executive committee to shape the working of the Trust; Stability in a fast-changing educational landscape; Access to shared services and economies of scale.

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Trust key performance indicators:

Each school will be judged good or outstanding by the Office For Standards in Education (OFSTED);

All teaching and learning within our schools will be effective;

All groups of pupils will make good or better progress from their starting points;

Strong leadership will lead to sustained and substantial improvements within our schools;

Quality Continuing Professional Development (CPD) and career opportunities will attract and retain expert practitioners;

The MAT will provide good value for money and comply with all statutory regulations.

It will be the responsibility of the Chief Executive Officer (CEO) to alert the Trust if any of these key performance indicators are unlikely to

be met.

Due Diligence

Once a school formally requests to explore joining Chancery MAT, a reciprocal due diligence procedure will take place around the

following themes:

Standards and track record

People and leadership

Financial sustainability

Risk

Vision & growth plan

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The Members

Role description for Members - Members have an overarching responsibility for the viability and performance of the Academy Trust through the appointment of trustees and approval of the annual report. They have the power to amend the Articles of Association that govern the way the Trust is constituted and managed. Main duties and responsibilities

To appoint trustees to the Trust Board bearing in mind the Articles of Association and the need for a balanced skill set to manage the Trust effectively

To remove any trustee who is not considered to be acting in the best interests of the Trust From time to time to review the Articles of Association and to make changes where deemed necessary after taking advice from

the Trust Board To appoint other Members (to not exceed 5) as necessary in line with the provisions of the Articles of Association To approve the annual report and accounts prior to submission to Companies House To appoint and if deemed necessary to remove the CEO

The Directors

Role description for Directors - Directors are responsible for the strategic direction, broad policy framework and oversight of the

Trust and all its schools. They take decisions that are in the best interests the MAT as a whole and are not representative of any one of

the constituent schools. The team are Directors of the Academy Trust which is a company limited by guarantee and registered as such at

Companies House.

Main duties and responsibilities To ensure that the activities of the Trust fulfil the objectives as described in the Articles of Association To ensure compliance with the Trust’s duties under company and charity law To ensure the schools are compliant with all statutory obligations (e.g. curriculum, SEND, safeguarding) To safeguard the assets of the Trust

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To ensure the solvency of the Trust and to abide by the agreements made with the Department For Education (DfE) and Education and Skills Funding Agency (ESFA) including the Master Funding agreement and the Supplemental Funding Agreement and as defined in the current issue of the Academies Financial Handbook

To determine the overall strategic direction and development of the Trust through good governance and clear strategic planning To approve the Trust’s strategic plan To challenge and support the Trust’s CEO, senior staff and school leaders to achieve the outcomes of the strategic plan To oversee the performance of the Trust and its schools and direct change where performance falls short of expectation To agree policies across the schools within the Trust (unless otherwise delegated to individual schools) To ensure that risks are mitigated where possible and otherwise effectively managed To review the Trust Board’s terms of reference on a regular basis and to recommend any changes to the Board of Members To approve the terms of reference of the Board’s committees To approve the Trust’s annual budget and monitor progress through the receipt of regular reports and to commission auditors To approve the annual budget for each school and monitor expenditure against the budgets To approve the annual and other statutory reports to Members and the ESFA To agree and review from time to time the scheme of delegation to the schools To review the effectiveness and skill set of the Board and recommend appropriate changes to the Board of Members

Pen portraits of the current members and directors are available on our website: www.chancerytrust.co.uk

http://www.chancerytrust.co.uk/

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Phase 1 – current situation April 2018

MEMBERS

Ros Caulfield

Education

Gail Tindall

Education

Ian White

Community/legal

Jenny Whiston

Finance

Ray Palin

Legal

DIRECTORS

Lise

Houldsworth

HT Excalibur

Education

Louise Gohr

HT Pikemere

Education

Liz Martindale

Governor Pikemere

Education

Nicky Ratcliffe

Governor Excalibur

Business

Jenny Whiston

Independent

Finance/Special

Justine Twiss

Independent

HR

Becci Martin

Independent

Business

Ros Caulfield

Member

Independent

Education

VACANCY

Required skillset: Legal

EXCALIBUR LGB

PIKEMERE LGB

Executive Leadership Team Business Development Officer – Louise Gohr Chief Finance Officer – Yvonne Hilditch Chief Executive Officer – Lise Houldsworth

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Why join Chancery?

How does it work?

The funding comes in to Chancery MAT, 4.8% is currently top sliced (from the pupil led and the lump sum elements only). Each school then

receives the remaining funding and controls their own budget and cash flows.

The top slice is currently set at 4.8% and is reviewed on an annual basis or when a school joins the trust by the directors (there is a financial

procedures policy and appeal process in place). The top slice currently pays for the following:

CEO & Training and Development Lead support

Access to quality assurance and expertise for example, SIP’s, LLE’s and SLE’s

Executive coaching core package – SLT group coaching session per half term + individual coaching of 2 SLT members

Leadership school to school improvement network, development and innovation with high achieving schools

Finance/SBM network

Finance package (PS Financials)

Auditors (Dains chartered accountants)

CFO support

HR support and employment Law – (Cooks lawyers based in Wilmslow)

Payroll – APS Global

MAT advisory service – J&G Marshall

Clerking/governance support to the Trust

The schools use IT support from Apex – this is not currently top sliced but is necessary to run the finance systems.

Each school has a streamlined LGB structure by holding full LGB’s half termly without committees. It is up to individual schools how to

structure their meetings as long as the terms of reference are adhered to.

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The scheme of delegated authority will be reviewed by the board of directors regularly. At Chancery MAT, the board believes the best results

will be achieved when each school’s LGB receives a level of responsibility and autonomy appropriate to its specific circumstances. We believe

that individual schools should develop their own unique qualities and expertise. It is important to understand that although a responsibility

may have been delegated to a LGB, the legal responsibility still lies with the MAT – in terms of performance, finance and as the employer of

staff. Therefore, extra support from the trust may be triggered and the scheme of delegation reviewed and amended by the board of

directors.

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Phase 2 – next school joining November 2019

MEMBERS

Ros Caulfield

Education

Gail Tindall

Education

Ian White

Community/legal

Jenny Whiston

Finance

Ray Palin

Legal

DIRECTORS

Ros Caulfield

Education

Steven Coles

Legal

Alison Hattersley

Business

Lise Houldsworth

CEO

Education

Liz Martindale

Education

Nikki Ratcliffe

Business

Justine Twiss

HR

Vacancy

Finance

Jenny Whiston

Finance/Special

EXCALIBUR LGB PIKEMERE LGB THE BERKELEY LGB

Executive Leadership Team Training & Development Lead – Louise Gohr Chief Finance Officer – Yvonne Hilditch Chief Executive Officer – Lise Houldsworth

Audit Committee CFO – Yvonne Hilditch Director - Jenny Whiston Director – Nikki Ratcliffe Director - another

Finance Committee CFO – Yvonne Hilditch CEO – Lise Houldsworth Director - Jenny Whiston Director - another

SCHOOL LEADERS GROUP

All HTs/DHT’s

FINANCE GROUP

All SBMs

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Building Capacity

As a school joins there will be a review of the paid roles within the central MAT team and the top slice.

Consider/review any SLA’s (external and internal) to ensure efficiencies and optimise expertise.

Continue to focus on school improvement activities through the operational school leaders and finance groups.

Review the directors’ skills set and recruit to any gaps identified.

As our capacity has grown, we will complete and apply for sponsor status in order to be ready for future opportunities.

As schools continue to evolve we begin to consider opportunities for central service ideas to create greater efficiencies –For example SENCO

role across MAT rather than 1 in each school.

Continue to network with like-minded schools with a view to growing the MAT further – 5 schools by 2021.

Progress further the business development opportunities:

- Before and After School Club, Holiday Clubs, Centre of Excellence hub

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Phase 3 – 4-6 school joining - 2021

MEMBERS

Ros Caulfield

Education

Gail Tindall

Education

Ian White

Community/legal

Jenny Whiston

Finance

Ray Palin

Legal

DIRECTORS

Ros Caulfield

Education

Steven Coles

Legal

Alison Hattersley

Business

Lise Houldsworth

CEO

Education

Liz Martindale

Education

Nikki Ratcliffe

Business

Justine Twiss

HR

Vacancy

Finance

Jenny Whiston

Finance/Special

Executive Leadership Team Training & Development Lead – Louise Gohr Chief Finance Officer – Yvonne Hilditch Chief Executive Officer – Lise Houldsworth

Audit Committee CFO – Yvonne Hilditch Director - Jenny Whiston Director – Nikki Ratcliffe Director - another

Finance Committee CFO – Yvonne Hilditch CEO – Lise Houldsworth Director - Jenny Whiston Director - another

SCHOOL LEADERS GROUP

All HTs

FINANCE GROUP

All SBMs

EXCALIBUR LGB

PIKEMERE LGB

ANOTHER

ANOTHER

ANOTHER

SPONSORED/FREE SCHOOL?

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Thinking differently…

It could look like this…

Centre of Excellence hub is established to:

- Ensure high quality CPD / expertise is utilised within the MAT and beyond to improve outcomes

- Opportunities provided for staff to develop professionally

- Income generation

- 3 streams to be investigated – Leadership, SEN, Primary Trainees/NQT support and EYFS.

Consider Central Service Hub

As schools continue to evolve we begin to consider opportunities for central service ideas to create greater efficiencies; SENCO, LA links, site

maintenance etc.

It could be that an existing HT leaves or a school looking to join has a retiring HT / HT vacancy. The MAT could then consider an Executive HT

role. So for example, School 1 and 2 have Head of School roles created with an Executive HT who is Ofsted accountable. This would create

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great professional development opportunities for the existing staff within the MAT and also allow us to retain our future leaders. This doesn’t

mean that every school within the MAT has to work to an Executive HT model. It grows according to the needs of the schools at that time.

Ongoing developments from phase 2 continue

As a school joins there will be a review of the paid roles within the central MAT team and the top slice

Consider/review any SLA’s (external and internal) to ensure efficiencies and optimise expertise

Continue to focus on school improvement activities through the operational school leaders and finance groups

Review the directors’ skills set and recruit to any gaps identified

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Phase 4 – hub model

MEMBERS

Ros Caulfield

Education

Gail Tindall

Education

Ian White

Community/legal

Jenny Whiston

Finance

Ray Palin

Legal

DIRECTORS

Ros Caulfield

Education

Steven Coles

Legal

Vacancy

Business

Lise Houldsworth

CEO

Education

Liz Martindale

Education

Nikki Ratcliffe

Business

Justine Twiss

HR

Vacancy

Finance

Jenny Whiston

Finance/Special

Executive Leadership Team Training & Development Lead – Louise Gohr Chief Finance Officer – Yvonne Hilditch Chief Executive Officer – Lise Houldsworth Hub leaders x4 (2x HT, 2x SBM)

Audit Committee CFO – Yvonne Hilditch Director - Jenny Whiston Director – Nikki Ratcliffe Director - another

Finance Committee CFO – Yvonne Hilditch CEO – Lise Houldsworth Director - Jenny Whiston Director - another

HUB SCHOOL LEADERS GROUP x2

Local group of schools work as HT and finance group and then have representation on the Trust Executive

All HTs

HUB FINANCE GROUP x2

Local group of schools work as HT and finance group and then have representation on the Trust Executive

All SBMs

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Scheme of Delegated Authority (updated September 2018)

Members

Directors

CEO

CFO

LGB

HT

MAT strategy

New schools joining the MAT after due diligence completed

Entering in to funding agreements for new partner schools

Governance

Appointment and removal of members

Appointment and removal of directors

Appoint and remove chair of members

Appoint chair of directors

Remove chair of directors

Appointment/recruitment of LGB (as per articles of association)

LGB chairs appointment

Removal of LGB (based on specific issues)

Appoint and remove clerk to directors

Appoint and remove clerk to LGB

Approval/amend scheme of delegated authority (recommended by directors)

Maintain register of interests

HR Members Directors CEO CFO LGB HT

Approval of annual school staffing structure with a balanced budget

Approval of MAT staffing structure

Appointment of CEO

Appointment of CFO

Appointment of executive headteacher (when necessary)

Appointment of headteacher/head of school

Appointment of SLT and other staff

Suspension/dismissal of headteacher

Appeals panel for dismissal of headteacher

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Finance – see also Chancery MAT financial procedures document Members Directors CEO CFO LGB HT

Completion and approval of trust annual accounts to regulatory bodies (reviewed by CFO/CEO)

Completion and submission of other accounting returns (as accounting officer)

Completion of annual and periodic financial reports to the boards

Authorised to complete PAYE returns

Authorised to complete VAT returns

Assure systems of financial control (as accounting officer)

Approval of financial regulations (reported to directors)

Appointment of external auditors

Approval of annual budget for MAT (prepared by CFO)

Recommendation of line by line individual school budget

Approve individual school budget as based on LGB report – top line only

Receipt and review of management accounts (prepared by CFO)

Approval of MAT budget and school contributions (recommended by CFO and CEO)

Authority to make virements within individual school budgets (recommended by headteacher) (virements over £10,000 or 2% of budget reported to CFO for approval by directors)

Authority to make virements within MAT budget (up to £10,000 CEO/over £10,000 directors)

Placing orders for goods, services and contracts – up to £2,000 (delegated to SBM)

Placing orders for goods, services and contracts – up to £10,000

Placing orders for goods, services and contracts – up to £30,000

Placing orders for goods, services and contracts – up to £50,000 (over £50,000 directors)

Ensuring compliance with tendering processes

Approval to borrow money (not allowed in funding agreement – always a board decision)

Cashflow management and investment

Opening bank account and approving signatories (by CFO)

Payroll (transaction delegated to SBM as appropriate)

Purchasing (transaction delegated to SBM as appropriate)

Income (transaction delegated to SBM as appropriate)

Expense claim authorisation – cannot authorise own

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Control account reconciliation

Write off bad debts up to £500

Write off bad debts up to £1,000

Write off bad over £1,000

Management of capital projects

Asset register (schools maintain own and CFO for the MAT)

Security of assets

Disposal of assets up to £20,000

Disposal of assets over £20,000 (EFSA to be informed)

Loan of assets

Annual risk review/insurance coverage (reported by CFO)

Policies – see also schedule of Chancery MAT policy listing Members Directors CEO CFO LGB HT

Annual approval of pay policy to include pay awards, determination of ranges/ values etc

Allocation of TLR/SEN values and other discretionary allowances

Monitor annual pay progression via PM procedures/reports from headteachers/LGB

Pension matters

Approval of MAT policies (see listing)

Implement performance management and appraisal (of own teams)

Approval of formal restructures

Approval of any severance/redundancy agreements

Authority to issue warnings or disciplinary measures within school (not dismissal)

Authorisation of settlement budgets

Suspension (within own team)

Dismissal of headteacher (with HR advice and panel from LGB, CEO and directors)

Dismissal of SLT and other staff (with HR advice)

Appeals

Health and Safety Members Directors CEO CFO LGB HT

Health and Safety Policy (approved by directors, implemented by LGB)

Critical incident plans

Risk Assessments (including fire, asbestos)

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RIDDOR reports and accident reporting (headteacher to manage)

Statutory training (monitored by CE0, reported to directors)

Compliance testing (monitored by CEO, reported to directors)

Monitoring of site safety and building condition (reported to directors)

School outcomes and curriculum Members Directors CEO CFO LGB HT

School pupil achievement and attendance targets

Monitoring MAT pupil outcomes

Approval/monitoring of MAT development plans

Approval/monitoring of school improvement plans

Curriculum planning, implementation and review

Approve term dates to ensure 380 sessions per year met

Approve length, timings and organisation of school day

Exclusions (reported to LGB)

Exclusions appeals

Admissions policy

Admissions appeal