Oasis Community Learning

September 2016Scheme of Delegation

Complying with the Academies Financial Handbook & Financial Regulations

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Cont

ents 1 Rationale

2 General Information 2.1 OCL ‘s Vision Statement 2.2 OCL’s Mission and Purpose 2.3 Principles underlying the operation of our Academies 2.4 Oasis Community Learning Board and its Members 2.5 Oasis Community Learning Governance (OCL) 2.6 Directors of the Oasis Community Learning Board and Committees 2.7 Composition of Academy Councils

3 Education Team Governance 3.1 Role of Monitoring and Standards Team and Regional Academy Director 3.2 Accountability Framework 3.3 Regional Governance Cycle 3.4 Regional Improvement Networks 3.5 Education Delegation

4 Financial Levels of Authority 4.1 National Recharge 4.2 Extended Services Recharge 4.3 Financial Scheme of Delegation 4.4 Budget Setting

5 HR Levels of Authority

6 Appendix 6.1 Operational Accountability Matrix

Version Date Amended by Authorised by Purpose

1.0 15/01/16 John Barneby National Executive First Release

1.1 01/09/16 John Barneby National Executive Updated Limits for Principal Authorities

1.2

Approvals This document has been approved by:

Version Date Amended by Authorised by Purpose

1.0 15/01/16 John Barneby OCL National Executive First Release

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1.2

Distribution This document has been distributed to:

Version Date Amended by Authorised by Purpose

1.0 15/01/16 John Barneby OCL National Executive First Release

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Doc

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t Con

trol Changes History

Rat

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le The underlying principles for this Scheme of Delegation are that:

1. Oasis Community Learninig (OCL) is a family of Academies with one shared vision, one Board and one Scheme of Delegation.

2. OCL’s model of governance is designed to recognize the overall responsibility of the OCL board, the line management of Principals by educational professionals, the experience and understanding of the local Academy Councils being best placed to assess the performance of their Academy in relation to the Oasis Ethos and the needs of their local community, and the cost efficiency and consistency of national services.

3. All governance flows from the OCL Board.

4. OCL is a registered charity working to deliver to its legal objects of providing exceptional education at the heart of the community.

5. OCL will ensure that it is at all times compliant with all statutory obligations as prescribed by the DfE, EFA and The Charity Commission.

6. As a single employer, OCL is committed to ensuring that it operates within UK employment legislation, recognizing the relevant Unions where appropriate.

7. The Oasis family of Academies are led by empowered - and empowering – resilient leaders who, through their deeply held beliefs and values, always strive to make decisions in the best interests of the students and their communities.

8. Each Oasis Academy has its own identity, but shares the common purpose of Oasis to transform learning, aspirations and opportunities.

9. Each Oasis Academy is committed to enabling children and students to become effective, enthusiastic, independent learners, committed to their life-long learning.

10. Each Oasis Academy is dedicated to the pursuit of excellence across all aspects of its life and work.

11. OCL Board’s Scheme of Delegation will provide a framework in which Regional Academy Directors, Principals and Local Academy Councils can fulfil their role.

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Gen

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ion 2.1 Oasis Community Learning’s Vision Statement

“Exceptional Education at the Heart of the Community”

2.2 Oasis Community Learning’s Mission and Purpose • Transform Lives - Every person matters and everyone is loved and valued • Transform Learning - We have a passion for learning and we want everyone to achieve their full, God-given potential • Transform Communities - We are committed to community development and the aim of all our work is to increase community cohesion,

locally, regionally, nationally and globally

2.3 Principles underlying the operation of our Academies We always put ‘Students First’ and try to understand them in their context:

• We are fully inclusive• We welcome children from vulnerable groups, e.g. FSM, SEND, LAC.• We work within local admissions criteria• We adopt the existing catchment area• We believe that local children should attend local schools and we are not selective• We provide high quality professional development for all our staff• We follow the School Teachers Pay and Conditions and National Joint Council conditions of service• We are relentless in our drive to deliver value for money.

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ion 2.4 Oasis Community Learning Board and its members

OCL is a multi-academy sponsor; and it is currently legally responsible for 47 Oasis Academies (Sept 2016).The Directors are appointed by Oasis Charitable Trust. The term of office for any Director is 4 years and thereafter they may be re-appointed. The make-up of the Board includes experienced professionals. New directors are expected to be able to bring a track record of governance with them.

2.5 Oasis Community Learning Governance Each Academy is ultimately governed by the OCL Board. OCL shall have regard to (but for the avoidance of doubt shall not be bound by) any guidance as to the governance of the Academies that the Secretary of State may publish. OCL will establish, for each Academy, an Academy Council (AC).

Oasis believes that the role of the AC is a vital one because it is essential that people in a local community have the opportunity to discuss and reflect on the purpose of education in society and how it can transform communities. It is therefore really important that the AC understands, has time to think about and ask questions about the Academy’s curriculum, teaching and learning.

The key principle of Oasis Governance is that local and national governance work together, each providing an aspect of governance that the other cannot. The OCL Board and the National Team cannot, because of their national/regional role, provide a local understanding; and the AC, because it is a local body, cannot provide national governance. However, together they provide the overall governance role for Academies.

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Gen

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ion The diagram below shows how the Model of Governance works in practice:

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OCL CEO John Murphy

ACADEMY COUNCILLORS (SEE LIST BELOW) Academy based, made up of local people from the

community, parents, sponsor representatives

OCL BOARD Volunteers from various backgrounds, including

Education, Civil Service, Business, Accounting and Finance and others

REGIONAL ACADEMIES DIRECTORS (RADS)North: Philip Beaumont (Primary), Rachel Jones (Secondary)

Midlands: Chris Edwards South West: Matt Bulter & Chris Chamberlain

London and South East: Kirstie Fullthorpe (Primary)London and South East: Andy Yarrow (Secondary)

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2.7 Composition of Academy Councils Type of Member Number Term of Office How they are elected

Principal of relevant Academy 1 Indefinite N/A – by appointment as Principal

Sponsor Appointee (including Chair and Vice Chair)

such other members as Oasis decide

3 years By the Head of Governance Services and Regional Academy DirectorThe Board will take into account any representations made by the Academy Council when considering the re-election of the Sponsor

Teaching staff AC 1 3 years Teacher election – secret ballot to be organised by the relevant Academy

Support staff AC 1 3 years Support staff election – secret ballot to be organised by the relevant Academy

Parent AC 2 3 years Parent election – secret ballot to be organised by the relevant Academy

AC Secretary to the Academy Council 1 Indefinite To be appointed by the AC Chair/Principal following consultation with

the Local Academy Council and the Head of Governance Services

Local Authority 1 3 years Nominated by the LA – approved by RAD and Head of Governance Services

Community Members Up to 4 3 years By the Head of Governance Services and Regional Academy Director

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ion 2.6 Directors of the Oasis Community Learning Board and Committees

Name Role Safeguarding Audit and Risk Committee Performance and Evaluation

Ann Holt, OBE

Nicholas Bent

Graham Mungeam, OBE Audit & Risk Committee member

Anthony Lowman Audit & Risk Committee member

Andrew Simmonds Audit & Risk Committee Chair

John Whiter Audit & Risk Committee member

Keith Dennis Chairman Performance Evaluation Committee member

Andrew Blundell, MBE Performance Evaluation Committee member

Craig Dean

Members of the Executive Team are invited to be in attendance at the request of the Board.

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e 3.1 Role of Monitoring and Standards Team and Regional Academy Directors

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CEO

Monitoring and Standards Team Informing Governance

• Coordinate data analysis and OCL Reviews in the Autumn Term. Identifies key issues for all Academies following the OCL Reviews: these are monitored every 3 weeks with the RAD

• Organise follow up monitoring reviews based on a “ragging” of the Academies in the autumn term. These reviews also assess the impact of any support

• The National Director of monitoring standards is responsible for monitoring the quality, effectiveness and impact of the MST

• Responsible for seeking feedback and engaging in professional dialogue with RADs and Principals on the quality of challenge and support provided by the MST

Regional Academy DirectorsEnacting Governance

• Confirm key issues with Monitoring and Standards Team (MST) according to the OCL Review and other data. Confirm “ragging” of Academies with Academy Improvement Team (AIT)

• Responsible brokering appropriate support to address the Academy’s key issues

• Responsible for ensuring Principal acts upon AIT recommendation

• Responsible for monitoring the quality, effectiveness and impact of the Academy actions against the agreed priorities

• Responsible for ensuring the Principal secures the necessary improvements within their Academy

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e 3.2 Accountability Framework

The National Accountability Framework exists to enable us to make meaningful comparisons in terms of progress between Academies in our family. It allows Oasis Academies to share and identify areas of strength from indications of best practice. Core to the framework is a mandate in terms of a minimum expectation from which academic standards are measured for every child.

3.2.1 We ensure that there is an equal expected entitlement to standards for all children and young people in all of our Academies. 3.2.2 We have a common approach to baseline testing3.2.3 We have a common language and system for sharing and comparing our progress by school, by year, by specific groups and by subject across schools (Mandate)3.2.4 We ensure that assessment is accurate across all Academies by introducing linear examinations/tests at the end of each academic year for all children, and mandating standardised testing in November and March for all children in Y6 and Y11 3.2.5 We allow individual Academy’s to design their curriculum and assessment framework3.2.6 All Academies have the autonomy to teach and assess learning in their own way, informed by best practice

3.3 Regional Governance Cycle

Regional Academy Directors are accountable for governing Academies within their region. An established cycle of evaluation and meetings exist to ensure there is a consistent and robust approach to managing Regional Improvement Networks within their region.

3.3.1 Regional Leadership Team MeetingsThere are six Regional Leadership Team meetings across the academic year. The focus across the year we will cover common current strategic issues with an ongoing dialogue on the effective implementation of the Accountability Framework.

3.3.2 Challenge & Review MeetingsThe RAD will visit each Academy for routine Challenge and Review meetings every 3 weeks across the academic year. The focus of the meetings will rotate through a regular cycle:

1. Development and quality of teaching, learning & assessment2. School culture (to include leadership, personal development and welfare)3. Achievement Review (following each national assessment point and internal tests/examinations)

3.3.4 Progress Review MeetingsAdditional Progress Review Meetings will be scheduled with high risk academies in addition to the Challenge and Review Meetings. These will increase the regularity of support to a minimum of bi-weekly visits.3 7

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3.3.5 Regional Raising Standards MeetingsWith our Secondary Academies meeting the challenges of Progress 8 and the implications for enhanced performance across the curriculum, and our Primary academies working to a higher Floor Standard (in Sept 2017) and more challenging ARE, additional raising standards meetings will be convened. These will be attended by the Raising Standards Leader/Year 6 class teachers and equivalents. The focus will be sharing practice and constructing opportunities for standardised assessment and moderation.

3.3.6 Regional Service Delivery Team MeetingThis meeting will occur on a 3 week rotation, it will bring together our regional HR, Hub, Finance, IT, Governance, Communications and Estates leads.

3.3.7 Academy Council Chairs MeetingAC Chairs meetings will take place every full term, in larger regions they may be organised geographically (3 times a year in each location). The purpose of these meetings will be to keep AC Chairs updated and provide the opportunity to standardise the content and challenge of AC meetings. Additionally, the RAD will plan to attend one Academy Council meeting across the academic year in each Academy.

3.4 Regional Improvement Networks Regional Academy Directors (RADs) are accountable for establishing Regional Improvement Networks within their region. Learning networks exist to: 1. Reduce, ‘within and between differences’2. Share best practice regionally and nationally across the Oasis family3. Identify outstanding subject practitioners and share resources

Every teacher will be part of a Regional Improvement Network where they are required to actively participate.

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3.5 Education Delegation Delegated Duty Delegated Authority Comment

Admissions OCLAll Academies will follow the National OCL admission policy for 2 – 16 year olds, and their own policy at post 16, taking into account Local Authority admission policies

Health and Safety PrincipalBy the Head of Governance Services and Regional Academy DirectorThe Board will take into account any representations made by the Academy Council when considering the re-election of the Sponsor

Permanent Exclusions Principal and Academy Council All Academies will follow statutory DFE guidance on permanent exclusions and the OCL Behaviour for Learning Policy

Safeguarding OCL

OCL will, in respect of each Academy, act in accordance with, and be bound by, all relevant statutory and regulatory provisions for safeguarding. All Academies will follow OCL’s policy on safeguarding (the same staff identification scheme will operate in all Academies). Safeguarding training is mandatory for all staff. ACs are also asked to undertake Safeguarding training, via HAYS – in addition to information provided by the Academy’s Safeguarding Lead

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4.1 National Recharge A contribution of 4.5% of each Academy’s General Annual Grant (excluding Pupil Premium) is levied, which enables all Academies access to a whole range of functions and services as and when required. For example, HR, finance, payroll, legal, data strategy, Trust Management and Trust Board governance.

4.2 Extended Services Recharge A per student recharge from the General Annual Grant is levied for the provision of ICT Managed Services and National IT Infrastructure, together with Property and Estates. In addition, when necessary, specific charges are made for bespoke local Academy capital projects.

4.3 Financial Scheme of Delegation OCL is a single financial entity accounting in Academy ‘streams’.

This table summarises the level of responsibility the Board has delegated for approving finance related transactions.

Delegated Duty Value Delegated Authority

Budget approvalBudget approval is the responsibility of the main Board on the recommendation of the Finance Committee and Regional Academy Directors (RADs)

Virements: Movements between nominal codes, cost centres and periods with no overall impact on the bottom line. All Academy Finance Lead and Academy Principal

Amendments to approved budget All National Finance Director/ Finance Committee

Write off of bad debts (where all other avenues have been pursued and there is no possibility of payment)

<£500 Academy Principal (supported by Academy Finance Lead)

>£500 National Finance Director

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Delegated Duty Value Delegated Authority

Staff hiring and appointments

Budgeted vacancy Head of Academy Finance and Regional Academies Director

Unbudgeted vacancy National Finance Director and Regional Academies Director

Role of Deputy Principal & above Regional Academies Director and National Pay Committee

Severance payments

Equal to or below contractual notice Regional Academies Director and Head of HR

Above contractual notice

Chief Executive Officer / National Pay Committee

> £50k Prior approval from EFA

Requisitions for orders/ invoice approval (Excluding expenditure from ICT refresh, capital reserves or sinking funds)

< £5k Academy Finance Lead and Academy Principal

£5k-£10k Regional Finance Cluster Lead (if not applicable then Head of Academy Finance) and Academy Principal

£10k-£25k Head of Academy Finance and Regional Academies Director

> £25k National Finance Director and Regional Academies Director

Expenditure from ICT refresh, capital reserves or sinking funds All Capital Projects and Procurement Group

Quotations and tendering

< £5k Evidence that Academies have sought value for money. Preferred supplier / catalogue

£5k-£75k Three written quotes

> £75k Formal tendering process

Bank account payments- BACS, cheques, direct debits All Any two signatories in accordance with the bank mandate

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Delegated Duty Value Delegated Authority

Petty cash payments< £50 Academy finance staff

> £50 Regional Finance Cluster Lead/ National Academy Finance Lead

Journals

Recoding (within the income statement) Academy finance staff - approval by Academy Finance Lead

Adjusting (between income statement and balance sheet)

Academy Finance Lead - approval by Regional Finance Cluster Lead/ National Academy Finance Lead

Disposal of assets

NB. ICT assets must be correctly disposed of as per the IT Asset Disposal policy

< £5k Academy Finance Lead and Academy Principal

£5-£10k Regional Finance Cluster Lead/ National Academy Finance Lead and Academy Principal

> £10k National Finance Director and Regional Academies Director

Other

Transactions with connected partiesAny proposed transaction with a connected party must be referred to the Head Of Compliance. (Also see also Policy B.3.2)

Disposals of Land & Buildings Prior written approval from the EFA. Refer to National Finance Director for advice.

Guarantees, Letters of Comfort or Indemnities Academies must not enter into any such Guarantees or Indemnities. If a request arises, refer to National Finance Director for advice.

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Other

Capital Programme / Projects OCL Capital Policy & Procurement Group (on behalf of the finance committee)

Proposed capital programmes/projects need to be submitted with approval of the Regional Academy Director, Principal to the and Capital Projects and Procurement Group (which meets twice termly)

Capital Programme Contract Variations

Budget Holder/Principal if within ContingencyOCL Capital Policy and Procurement Group– if exceeding agreed programme budget/contingency

It is suggested that a 15% contingency is built into all programmes to allow for some local contract variation during the programme.

Income Generation PrincipalAny income generated belongs to each individual Academy for them to invest in the future learning of the students and wider community.

Insurance OCL National FinanceOCL will use its purchasing power to ensure that all Academies receive best value and value for money with their insurance.

Private Finance Initiative (PFI) OCL Capital Policy and Procurement Group (on behalf of the finance committee)

Where capital projects are approved within PFI buildings, the Finance Director must be satisfied that appropriate procurement has taken place.

Academy Level: Service Level Agreements / Contracts

Principal/Business and Finance Manager/Head of Service

OCL – Director of Finance, Chief Operating Officer, CEO

Approval by Capital Policy and Procurement group

At an Academy level up to £25k the Principal has delegated authority to enter into such agreements.

For multiple Academies, it is the responsibility of the Head of Service to negotiate new SLAs/ Contracts. From time to time OCL may procure SLAs on behalf of clusters, regions or all Academies as part of a best value review.

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4.4 Budget Setting

Budget Setting

All final Academy and National budgets must be submitted to the Board for ratification by 30 June each year. Indicative budgets must be in place by November each year. Budgets require authorisation by the Principal, Regional Academy Director, CEO and Finance Director prior to being presented to the Board.

All Principals in conjunction with their Regional Academy Director will submit their Academy Improvement Plan, Summary SEF and Curriculum led Financial Plan to the CEO against an agreed cycle.

Academies are not authorised to submit a deficit budget. Should this be considered the only option, then authorisation from the RAD, Finance Director and CEO will be required.

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Appointments

All appointment panels must contain at least one member who has undertaken Safer Recruitment TrainingThe CEO may nominate an alternative representative if they are unavailable to make up a panel. NB: Appointments that were not in the budget submitted at the beginning of the financial year require additional approval from the Director of Finance

OCL CEO, Regional Academy Directors Trust Board (minimum of 2 members) Group CEO, Head of Recruitment (RAD’s)

Chief Operating Officer / Finance Director Board Member, CEO, Head of HR or Head of Recruitment

PrincipalCEO, Regional Academies Director, Chair or Vice Chair of Academy Council, Head of Recruitment and Director of MS Team (when available). OCL will also include, wherever possible advisors from the DFE and LA.

Heads of National functions e.g. finance, HR, IT, Property CEO , COO and Head of Recruitment or 1 other as determined by the CEO

Deputy Principals Regional Academy Director, Principal and one other as determined by the Regional Academy Director

Assistant Principals and ALT Support Staff Principal, Deputy Principal and 1 other as determined by the Principal.

Head of Department / Faculty Principal, Deputy Principal, appropriate Faculty Director (if applicable) or 1 other, as determined by the Principal.

TLR Posts Principal (or nominated representative), Deputy Principal (if applicable) and Head of Department

All other Teaching posts Principal (or nominated representative), Director of subject (if applicable) and Head of Department

All Support Staff posts (other than ALT posts) Business Manager or other ALT member (if educational support role) and 2 other determined by Principal

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Disciplinary Cases and Dismissals

For all disciplinary cases and dismissals the following delegation model shall apply:NB: All disciplinary hearings or appeals always require at least two member of the panel. If in doubt please contact your HR Business Manager for advice.

• Disciplinary• Capability (professional competence)• Ill Health Capability• Redundancy (The Board will have determined that there is a Redundancy situation)• Some other substantial situation

Post Delegated Authority Appeal

CEO Board member, Group CEO Chair of OCL Board and 1 Board member

Regional Academy Director Board member and CEO Chair of OCL Board and 1 Board member

Chief Operating Officer Board member and CEO Chair of OCL Board and 1 Board member

Principal RAD and CEO Group CEO and Board Member

Deputy Principal and ALT Members Principal and Regional Academy Director CEO and “out of region” RAD

All other Academy posts Principal Regional Academy Director x 2

Heads of Service OCL CEO or Chief Operating Officer Group CEO and Board member

National team members Line Manager Chief Operating Officer and Head of Service

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Grievance

All panels require a minimum of two people. Membership of the panel to be determined by the role with delegated authority

Posts Delegated Authority Appeal

OCL CEO Group CEO Chair of Board

Regional Academy Director OCL CEO Group CEO

Principal RAD OCL CEO

Chief Operating Officer OCL CEO Group CEO

Vice Principal/ALT Member Principal Regional Academy Director

All other Academy posts Principal Regional Academy Director

All National Team Members Line Manager Chief Operating Officer

Other Functions

Function Delegated Authority

Severance payments/Settlement agreements

Equal to or below contractual notice Regional Academies Director and Head of HR

Above contractual notice but below six months’ pay (and below £50,000)

CEO Officer /National Pay Committee

> £50k Prior approval from EFA, via head of compliance

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Signature of Letter of Appointments Delegated Authority

NB: Contract templates cannot be edited without approval from the National Head of HR

Chief Executive Chair of Board

Regional Academy Director CEO

Principal CEO or RAD. Head of Recruitment or HR may sign if authorisation is received from the CEO or RAD.

Curriculum Group Posts Principal or RAD

All National Team Posts Head of Recruitment or Head of HR if unavailable. Finance Director approval required prior to recruitment commencing.

All other posts Principal or Regional Academy Director or Head of Recruitment if unavailable

Collective Agreements OCL Board (Chair of Board to sign)

Teachers Pay – Threshold/Upper Pay Scale Principal

Severance payments/Settlement agreements

Equal to or below contractual notice Regional Academies Director and Head of HR

Above contractual notice but below six months’ pay (and below £50,000)

CEO Officer /National Pay Committee

> £50k Prior approval from EFA, via head of compliance

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Function Delegated Authority

Performance Management• CEO• Regional Academy Director/AI Team• Finance Director, National Director of Services, Head of HR• Principal• Heads of Service• Deputy Principal• All other National posts• All other Academy posts

• Group CEO, Chair of Board • CEO • CEO• Regional Academy Director• COO• Principal• Head of Service/line manager as agreed• In accordance with the list of agreed Reviewers approved by the

Academy Principal

Staffing restructures(All restructures require a business case to be submitted to your HR business partner) CEO, Regional Academy Director, HR, Director of Service, Principal.

Re-grading/Re-designation/increase in hours (must be supported by the job evaluation processes)• Salaries in excess of £50,000• National salaries below £50,000• Academy posts below £50,000

• Pay Committee• Head of Service• Regional Academy Director/Principal

Creation of permanent new posts with salary above £55,000 CEO and OCL Board

Creation of permanent new posts with salary between £20,000 and £55,000 Budget Holder

Creation of permanent new posts with salary below £20,000 Budget Holder

Creation of temporary new posts of up to 1 year Budget Holder

Revisions to Pay and Conditions OCL Board

Decision to make Redundancies CEO, Regional Academy Directors, Principal

Authorisation of redundancy/early retirement payments Head of HR, RAD, Principal

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Authorisation of pension payments (early retirement, exercise of pension discretions, ill-health retirement applications) Head of Compliance

Determination of CEO’s salary and pay progression OCL Board on recommendation from Remuneration Committee

Determination of pay range for an individual with a salary in excess of £55,000 Pay Committee

Determination of pay range for an individual with a salary less than £55,000 Regional Academy Director / Principal / Head of Service

Determination of pay progression of Deputy Principals/Associate Principals within their pay grade OCL Pay Committee on recommendation of Regional Academy Director.

Determination of pay progression of Regional Academy Directors, Principals within their pay grade CEO recommendation to the OCL Pay Committee

Determination of pay progression of teaching posts below Deputy Principal within their pay grade (including Threshold)

Academy Pay Committee (Principal, Regional Academy Director, Academy Council Chair)

Administration of employment contracts, pay and conditions of services (with the exception of previous delegated authorities)

Head of HR (with reference to the CEO, Regional Academy Director, Principal)

N.B – Any other delegated Authority not described above would need to be referred to the OCL Board for a decision. The term ‘Principal’ will include Acting Principal.

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6.1 Operational Accountability Matrix The table below represents a summary sheet by role to enable key parties to operate with clear lines of accountability between different stakeholders. NB: Please note that should there be a conflict then the sections in the main body of the scheme of delegation document take precedence.

Area of Operation

Executive Team Member with overall Responsibility

& Accountability

Principal (incl Executive

Principals)

Regional Academies

Director

Regional/Cluster Lead Manager

Head/Director of Service

Academy Council

Education OCL CEOResponsible for Academy Delivery and Performance Outcomes

Responsible for Regional Delivery, Standards Leadership and Performance Outcomes

NA NA

Critical friend: responsible for assessing impact locally

Accountable to Board Accountable to RAD Accountable to CEO

National Policy Framework

OCL CEO

Responsible for Academy functions within policy framework together with Academy staff

Responsible to ensure Professional Governance across the Regional Academies

Responsible for operational Delivery and monitoring

Policy creation and audit role to ensure functions within policy framework

N/A

Accountable to Board Accountable to RAD Accountable to CEO Accountable to Line Manager

Academy / National Finance

National Director of Service

Responsible for setting Academy Budget and operating within the agreed financial scheme of delegation

Responsible for Monitoring Academy Budget and Escalations

Responsible for operational Delivery and monitoring

Responsible and accountable for Strategy, Policy, Governance, Audit and intervention

N/A

Accountable to RAD Accountable to Finance Director

Accountable to Finance Director

Accountable to Line Manager

Academy HR OCL CEO Academy Staff Responsibility.

Monitor and Escalate high risk cases

High Risk Escalations from Principals -Dealt with by HR Business Partner

Responsible and Accountable for strategy, policy and monitoring overall function and risk high casework

Critical friend: Across HR issues. Can act on panel.

Accountable to RAD Accountable to HoS Accountable to COO

National Office HR Chief Operating Officer NA NA Responsible for day to day HR function

Responsible and Accountable for strategy, policy and monitoring overall function and risk high casework

Accountable to HoS Accountable to COO

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IT Services Chief Operating Officer Local Direction, Monitor and Escalate Monitor and Escalate Responsible for Delivery

Responsible and Accountable for strategy, policy and monitoring overall function and intervention

Accountable to COO

Property, Estates, New Business, Capital Projects

National Director of Service Local Direction, Monitor and Escalate Monitor and Escalate

Regional Asset Managers Responsible and Accountable for Delivery

Responsible and Accountable for strategy, policy and monitoring overall function and intervention

Accountable to HoS Accountable to COO

Communications Chief Operating Officer Local Responsibility (Internal/External)

Regional Responsibility (Internal)

N/A Nationally Accountable (internal/External)

Accountable to COO

Community OCP CEO

Locally Accountable for engaging with community and delivering a range of community related activities.

Monitor and Escalate

Regional Community Services Directors Responsible for Delivery, Accountable for fundraising

Nationally Accountable

Accountable to OCL board for ensuring Academy is impacting local community in a positive way

Accountable to Group CEO Accountable to RAD Accountable to OCP CEO Accountable to CEO

OCL Safeguarding OCL CEO Responsible for delivering policy

Monitor, Audit and Intervene

Audit Single Central Record and submit nationally. Monitor

Head of HR responsible for Employment issues relating to Safeguarding.

Assigned role on all AC’s for safeguarding

Accountable to RAD Accountable to CEO Accountable to Line Manager

Health & Safety National Director of Service

Responsible and accountable for full compliance within the Academy

Monitor, Audit and Intervene

Responsible and Accountable for strategy, policy & monitoring compliance. P&E: delegated responsibility by Principals to deliver building statutory compliance

Assigned role on all AC’s for Health and Safety

Accountable to COO Accountable to RAD Accountable to Director of Services

Accountable to National Director of Services

Compliance (Academies Handbook)

OCL CEO

Responsible for Local Compliance with Academy’s handbook and policies

Regionally responsible for Academy Compliance

N/AResponsible and Accountable for strategy, policy, monitoring overall function and intervention

N/A

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6.2 Capital Project Approval ProcessProject Process: Oasis Community Learning & Oasis Community Partnerships

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Project Initiation ‘In principle’ proposal

CompleteProject Start Up Document with RAD/CEO

(OCP) sign-off

Develop detailed Project Viability & Feasibility Complete Due Diligence (HR, Finance, Property, IT, Risk profile)

Seek RAD / CEO (OCP) detailed approval of Feasibility

Complete Project Initiation Document (PID) or EFA Applications Forms

Delivery Reporting risk and progress to Capital Planning & Procurement Group (twice a term)

Project close & lessons learnt for continuous improvement

Approval by NationalStrategy Group

PID Approval NationalStrategy Group

Approval by Capital Planning &

ProcurementGroup

PID Approval Capital Planning &

ProcurementGroup

Approval Gateway 1

Approval Gateway 2

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Form

ing

/ Fea

sibi

lity

Stag

e

Form

ing

/ Fea

sibi

lity

Stag

e

Del

iver

y St

age

Del

iver

y St

age

Project requiring approval via National Strategy GroupNew Business Significant Change/Extended Business

Project requiring approval via National Capital Planning & Policy GroupEnhancement Projects

Sense Check by Andy Simpson If simple, straight forward, Academy to progress with no need for approvals

Typical projects:New AcademiesExtended Education provision (age, nursery, 6th Form, etc)Significant Change in Education provision New facilities (rent, lease, sale) Academy merger Any project committing ongoing revenue funds Any activity requiring EFA approval Any project requiring a planning consent Grant applications with repayment commitments and/or restrictions on title

Projects will be led and managed by the National Office

Typical projects:Any IT Project over £25k Any IT design and implementation of a physical network infrastructure Any buildings/grounds project over £25k Any project requiring building regulation approval Any project requiring a license, lease change, or other legals

Projects will be led and managed by the National Office

6.3 Graphical Representation of OCL Boards and Committees

24

App

endi

x

6

Oasis Charitable Trust Board

Oasis Community Learning Board

Audit & Risk Committee - OCL

Governance Directorate H&S

Safeguarding Risk Registers (Exec)

OCL Group Operations National Education Team

OCL Executive Team Meeting (Monday) National Education Team Meeting (Every 3 weeks)

Pension Committee

OCL Pay Committee (HR)

Remuneration Committee - OCL Once per 1/4

OCL Performance & Evaluation Committee OCL

OCL Finance Committee (Capital Procurement)

(High Risk Finance)

Annual Strategy Review Group

Health & Safety working group

OCL Executive Committees Comissioned by executive and/

or boards to deliver strategic improvements projects

Education & Operations executives

monthly meeting

Communications Directorate

OCL Heads of Service Meeting

Standards and Monitoring Inspections

COO Line Management

Principal line management

meetings

Regional Service Delivery

Meetings

Regional conference

cycle Meetings

Oasis Community Partnerships

Regional Academy Council

chair meetings

Safeguarding Steering Group

OCL Capital Projects &

Procurement GroupPeople Directorate

Policy issues report to remuneration committee

Academy Council Chair &

OCL Board Link for Ethos, local

Leadership Structure for Oasis Community Learning

25

App

endi

x

6 Group CEO Office: Governance, HR, Messaging strategic

development, complianceGroup Chief Executive Officer

Oasis Trust

Group Executive, Global Executive

Director of FinanceChief Operating Officer

Chief Executive Officer Oasis Community LearningCEOs Office

Head of National Finance

Head of IT

Regional Finance leads

Oasis IT Services Ltd

National/Regional IT Service Delivery

Managers

Head of Compliance /

HR officerHead of HR

Head of Communication

Head of Development

Head of Property &

Estates

Head of New Projects

Head of Recruitment

Regional HR Business Partners

Northern RADs x2

(Primary & Secondary)

National Director of

Monitoring & Standards

Director of Monitoring & Standards

(Primary)

Academy Principals

Academy Principals

Academy Principals

Academy Principals

South West RADs x2

(Primary & Secondary)

Midlands RAD(Primary)

South East RADs x2

(Primary & Secondary)

Executive Principals

Executive Principals

Executive Principals

Executive Principals

Director of National Services

Head of Academy Finance

OCL National Executive

National Service Function

KPI’s / SLA ‘s for service deliveryKPI’s: Attainment, progress, behaviour, attendance

Education: Operational Delivery & Development Quality Assurance

KPI’s: Ofsted