Lionheart Academies Trust Executive Board
Lionheart is a Multi Academy Trust which is overseen by an Executive Board which has final responsibility and accountability for the workings of all the schools across the group.
The Board consists of 5 Members appointed originally by Beauchamp College, with these Members then appointing others to ensure that there are always 5 in post.
When the Trust was first formed these Members were also Directors of the Lionheart Company and Trustees of the Lionheart charitable trust. The DfE now prefer these 2 roles to be separated to allow Members to take on the role of ensuring the values and ethos of the Trust remain, whilst having little hands-on involvement. The Board is currently in the process of separating these roles.
The Board currently has 5 Directors/Trustees who are also Members, 4 Directors/Trustees (non-Members) and the Executive Principal as an ex-officio Director.
5 Directors/Members are appointed by Beauchamp College Governing Body and the remaining 4 by the Board.
The Trust currently consists of 5 schools:
- Beauchamp College, Oadby (the founding school of the Trust)
- The Cedars Academy, Birstall which opened in September 2015 following the merger of Stonehill High School and Longslade Community College.
- Highcliffe Primary, Birstall
- Riverside Primary, Birstall
- Hallam Fields Primary, Birstall
Highcliffe and Riverside have a Head of School each, and also an Executive Headteacher, Scott Fewster, who has responsibility for standards across all three Birstall primaries.
The CEO is also Principal of Beauchamp College.
The Trust Board meets regularly to monitor attainment and progress, to ensure financial probity, to plan strategically for the group, and to hold the CEO and Operations Team to account.
Local Governing Bodies
Each school has its own Local Governing Body with delegated responsibilities for strategic planning, financial planning and oversight, and holding the senior leadership to account.
The LGB is made up of at least 2 parent governors, along with staff governors and as many community governors as are needed based on the challenges and skill base of each particular school.
The LGB core meetings are 6 times each year for all governors and have a key focus of monitoring quality learning and teaching.
The table below gives a broad summary of the different layers of responsibility within the Trust. Schools which are underperforming may have some of their delegated responsibilities withdrawn for a time until any concerns have been removed.
|Strategy||Finance & Compliance||Quality Teaching & Learning||Frequency|
|Lionheart Executive Board||Trust Development Plan (TDP) drives whole Trust strategy|
Raising standards of progress & achievement on all levels in all schools
Staffing: appointment of Operations posts and Heads of School /Principals / Executive Heads; strategies to develop a world class workforce
Building Learning Power: strategies to develop the highest possible quality of teaching & learning
Trust growth through sponsorship/new schools, ensuring sufficient capacity and balance to maximise benefits for all
Holding to account
Directly: Executive Principal and Operations Director
|Budget: Agree budgets for all schools|
Budget monitoring report: review minutes of Board Finance Committee
Core charge for MAT services: agree annually
MAT services provided: agree annually
Alerts and concerns: KPIs and reports from Operations Team alert the Board to non-compliance, financial risks, etc. and actions taken to prevent further instances. Board decides to withdraw autonomy and responsibility where necessary.
Annual Financial Report: agree
Audit Report: receive – monitor via Board Finance Committee
Value for money: ensure
Compliance: health & safety – ensure school health and safety systems are effective and compliant.
|Trust Development Plan (TDP) drives whole Trust strategy.|
School Development & Local Development Plans: agree, following recommendation by Executive Principal
School improvement: drive forward school improvement and raising standards through monitoring via KPIs and reports from Operations Team and Executive Principal.
School improvement: where necessary, decision to insist that school improvement partners are appointed to a school to ensure raised standards, or school to school support is arranged. School budget provision must be made in response by the school.
Curriculum: Curriculum decisions impacting several schools across the Trust / several local groups
Staffing: ensure high quality staff remunerated at an appropriate level are in place – ensure effective performance management across the Trust.
Barriers to learning safeguarding: ensure systems are in place in each school and across the Trust to ensure pupils are safe, safeguarding is in place and barriers to learning are removed.
|Executive Board Finance Committee||Budget setting: review budgets for all schools & recommend to Board|
Budget monitoring: KPIs from Operations Team highlight concerns – agree actions to mitigate, withdrawing financial autonomy if necessary
Contracts: agree & review
Insurance: agree & review
Changes to assets: agree
Mid year changes to budgets: agree
Audit action plan: review
Gifts from Trust: agree, within policy
Risks: consider and agree mitigations; monitor
Special payments (staff severance, compensation, ex gratis): agree (take larger sums to the Board)
Tender process: agree
Leases by the Trust: recommend to Board
Leases from the Trust: agree
Core charge: monitoring
Trust-wide finance policies: agree
Financial regulations: agree & review
Benchmarking: receive benchmarking reports
|Executive Board Remuneration Committee||Performance management and pay: Carry out performance management of the Executive Principal|
and Operations Director. Agrees the pay of the Executive Principal and Operations Director and reports
to the Board. Receive recommendations and agrees pay awards for Heads of School, Principals, Executive Heads and members of the Operations Team.
|Local Governing Body (LGB) - Each Academy|
|Local Governing Body (LGB)||School Development Plan (SDP) drives an individual school’s strategy|
Vision and ethos: agree for local context
Staffing structure: agree, following advice from Head of School & HR Exec
Premises long term plan: agree, following advice from Head of School & Exec Estates
IT: agree developments, following advice from Chief Information Officer
Risk Management: identify risks; agree mitigations; monitor impact. Report risks to Exec Team.
Stakeholder voice: monitor & respond
|Budget: align to SDP, agree & recommend to Board|
Lettings: agree lettings variations for local context
Value for money: ensure
|Core work: Holding the academy to account for quality learning & teaching for all pupils, including vulnerable groups.|
Barriers to learning & safeguarding: reduce barriers; ensure targeted funding is spent appropriately; ensure effective safeguarding is in place
Performance management & Pay: ensure high quality teaching and learning through effective performance management. A Pay Committee reviews targets for the coming year and receives recommended pay awards to consider and agree (Head of School / Executive Head / Principal pay awards are agreed by the Board Pay Committee not the school Pay Committee).