Trust Structure

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.

Untitled-1(Click onto the image to enlarge)

The Trust currently consists of 4 schools:

Highcliffe and Riverside have a Head of School each, and also an Executive Headteacher, Scott Fewster, who has responsibility for standards across both schools.

The CEO is also the 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 Schools which are underperforming may have some of their delegated responsibilities withdrawn for a time until any concerns have been removed.

 StrategyFinance & ComplianceQuality Teaching & LearningFrequency
Lionheart Executive BoardTrust 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

agree internal & external auditors

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.

Targets: agree

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.
Half Termly
Executive Board Finance CommitteeBudget 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

Cashfow: monitor

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
Monthly
Executive Board Remuneration CommitteePerformance 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.
Autumn
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).
Half Termly