Governors

Governors are volunteers who commit to working alongside the senior leadership team of the college to offer support and challenge.

They come with skills and experiences which complement those of the staff in college and bring additional perspectives. They have a strategic, big picture role.

Beauchamp College is the founding organisation of Lionheart Academies Trust www.lionhearttrust.org.uk and four of the Trustees of the Trust are also governors from Beauchamp College, including the Chair of the Trust.

Like all academies within the Trust, Beauchamp has its own Local Governing Body, with some delegated responsibilities to complement the top level responsibilities held by the Lionheart Trust Executive Board.

Contact the governing body via the Chair of Governors, Byron Chatburn here byron.chatburn@humphreyperkins.org.uk

Humphrey Perkins Governors

Including terms of office

Parent Governors *(elected by parent vote)*	Staff Governors (governors due to role within the SCHOOL / Trust)	Community Governors *(appointed by the Governing Body)*
Jo Barber Parent Governor January 2019-2023	Jenny Piper-Gale Executive Principal Ongoing	Byron Chatburn Business owner October 2018-2022
Pam Marr Business Owner/Parent Governor January 2019-2023	Della Bartram Associate Principal Ongoing	Paula Vaughan Deputy CEO East Leics & Rutland CCG October 2018-2022
	Staff Governors (Elected by staff vote)	Chris Swan National Leader in Governance October 2018-2022
	Vacancy	Louise Dallow Director of Governance & Policy, Leicester College October 2018-2022
		Myriam Dobinson Admin, Martinshaw Primary November 2018-22
		Charles Twort Engineer January 2019-2023
		Jo Harris Education January 2019-2023
		Jayne Reed HMRC January 2019-2023

Previous Governors 2017 - 2018

Parent Governors *(elected by parent vote)*	Community Governors *(appointed by the Governing Body)*	Ex officio Staff Governors
Caroline Mansfield Teacher, Mountsfield Lodge November 2014 -	Alex Allison Headteacher, Broomfield Lodge February 2018 – August 2018	Jill Walton Headteacher, Humphrey Perkins Ex officio September 2017 – August 2018
	Gavin Brown National Leader in Governance November 2017 – December 2017
	Kath Kelly CEO, Lionheart Trust November 2017 – June 2018
	Alison Merrills Principal, Sir Jonathan North CC November 2017 – June 2018
	Jason Smith Headteacher, The Cedars Academy November 2017 – 4 June 2018

Key Responsibilities

GOVERNOR	KEY RESPONSIBILITIES	ADDITIONAL RESPONSIBILITIES
Byron Chatburn	Chair of Governors Finance	Careers
Louise Dallow	Vice Chair of Governors	Anti-bullying
Paula Vaughan	Safeguarding	Wellbeing
Chris Swan	SEND & LAC Pupil Premium
Myriam Dobinson
Jenny Piper-Gale	Executive Principal
Della Bartram	Associate Principal

TRUST ORGANISATION

The Trust Governance & Accountability Structure

The Trust currently consists of 8 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.
Humphrey Perkins School, Loughborough
Judgemeadow Community College, Evington
Martin High School, Anstey
Hallam Fields Primary, Birstall
Highcliffe Primary, Birstall
Riverside Primary, Birstall

Highcliffe and Riverside have a Head of School each, and also an Executive Headteacher, Chelsea Norman, 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.

The Trust Leadership team is made up of all senior leaders, operations directors and the QLT team and meets weekly to ensure the best possible outcomes for all of the schools within the Trust.

SCHEME OF DELEGATION

The Trust operates under a Scheme of Delegation agreed by the Trust Board.

TRUST GOVERNANCE ACROSS ALL LAYERS

Trust Board Vision and ethos \| Strategic direction \| Risks and Opportunities \| Overall responsibility
Hub Governing Bodies (HGB) Finance \| HR \| Estates \| IT \| Education \| Marketing & Business \| Complaints & Hearings
North Hub	South & Central Hub
Cedars Academy: 11-19 Hallam Fields Primary: 4-11 Highcliffe Primary: 4-11 Martin High: 11-16 Riverside Primary: 4-11 (Humphrey Perkins to join 2019-20)	Beauchamp College: 11-19 Judgemeadow College: 11-16 Sir Jonathan North College 11-16 (Beauchamp City Sixth Form to join 2019-20 in pre-opening)
Local Governing Bodies (LGB) Teaching & Learning \| Pupil & Parent & Staff experience \| Safeguarding \| Business & Community links

TRUST BOARD

The Trust Board has overall responsibility for all governance in the trust and carries the final accountability for this. The focus of the Board is on the big picture, working with the trust Executive Team to set the overall vision for the trust, lead strategically and identify and respond to risks and opportunities.

HUB GOVERNING BODIES

The schools are grouped into geographical governance hubs, which hold the schools to account and take a strategic lead on the back room services, which support the schools within their cluster. They also consider the marketing strategies of the group of schools and plan for developing effective partnerships with local businesses. They take a lead on complaints and hearings, with governors and trustees from across all 3 layers supporting panel meetings as needed.

LOCAL GOVERNING BODIES

Each school has a Local Governing Body, which holds the school to account for the quality of teaching and learning, the experience of pupils, parents and staff, the processes to ensure safeguarding, and informal links with the local community and businesses. LGBs ensure that school leaders are mindful of the school’s context and work within the overall vision of Lionheart Academies Trust.

MEMBERS

The Members of a trust are not involved in the practical running of the organisation and do not take part in governing body or Board meetings, except as occasional observers.

Their role is to ensure that the Board keeps its core priorities at the centre of its work – providing education for children and young people – and retains its stated ethos and values.

Members appoint some of the trustees and, in exceptional circumstances, can remove trustees who they have appointed.

LOCAL GOVERNING BODY: ROLES AND RESPONSIBILITIES OF LGB GOVERNORS

MEMBERSHIP	MEETINGS	KEY ROLES	ATTENDING
2 Parent Governors 1 Staff governor Head Executive Head (where appropriate) 5-8 community governors	LGB meetings 4 meetings per year in line with data snapshots No committees Working parties as needed Trust Finance meetings 3 per year, attended by Finance Governor, Head and business manager, CEO and COO (or their representative). Staff Health & Safety meeting – attended by one governor in secondary schools.	British Values & SMSC Business links & careers Community Links Education Finance & grants - Sports Premium, Year 7 catch up Parent Voice Pupil Premium Pupil Voice Safeguarding SEND & Looked After Children Wellbeing – staff and pupils EYFS (Primary) 6^th form (if relevant)	Senior leadership team Where appropriate: Hub Lead, Hub Chair, CEO, trustees
			PERFORMANCE MANAGEMENT & PAY
			Pay Committee – agree pay on recommendation from Head following moderation by trust leadership – one autumn meeting Performance management of Head by Hub Lead, LGB Chair and CEO/external advisor
HOLDING THE SCHOOL TO ACCOUNT FOR STANDARDS:	PUPIL, PARENT & COMMUNITY	COMPLIANCE	AMBASSADORS & VISION
Receive reports on: Development Plan updates End of year results analysis Data snapshots & KPIs including vulnerable groups, more able etc. Information comparing school to national data External quality assurance reports Pupil Premium impact reports Primary Sports Funding impact reports Year 7 catch up funding impact reports Attendance Behaviour Wellbeing support First hand knowledge: Learning walks linked to Development Plan priorities, mainly as part of trust reviews Annual learning walk to audit safeguarding Annual SEND learning walk Governor links to key subjects Ofsted: Meet with Ofsted to discuss governance in this school	Stakeholder voice: Parent forums & PTAs School Council Community networking Pupil experience: Curriculum offer – consulted on significant changes Enrichment – curriculum and before/after school and holidays Support school in ensuring curriculum and pupil offer match the context of the school’s community Parents as co-educators – hold school to account for: Communication with parents Parent workshops re. curriculum, esafety, etc. Wellbeing support Complaints: Carry out Stage 3 complaints process (meeting with Chair or another governor)	Risk: Review risk register Escalate concerns to Hub Compliance – hold school to account for: Safeguarding & Prevent British Values Equality Health & safety – fire practice reports, near misses, RIDDOR, accidents, Health & Safety audit updates Exclusions: Monitor exclusions, behaviour partnership arrangements, managed moves Receive representations from parents in relation to exclusions of 5 days or more (Hub GB deals with 15 days in a term/permanent exclusions) Local policies: Agree local policies Monitor implementation of trust/hub policies	Ambassadors: Hold school to account for PR, marketing, pupil recruitment Act as ambassadors for the school Act as ambassadors for the Trust Build positive relationship with PTA Build networks with stakeholders and alumni to benefit the school and build a benevolent community Build networks with businesses & useful community/education providers Encourage school to engage in appropriate fundraising activities and enterprise Vision & ethos: Ensure the vision for the school matches the community context, within the wider Trust vision Holding the school to account for a positive, aspirational ethos

TRUST BOARD: ROLES AND RESPONSIBILITIES OF TRUSTEES

MEMBERSHIP	MEETINGS	KEY ROLES	ATTENDING
Trustees appointed by Members based on skills Primary representative (appointed based on skills) Secondary representative (appointed based on skills) Additional co-opted trustees as necessary to ensure robust skill set, appointed by trustees	Full meetings – at least 4 x per year with teaching & learning / standards focus Full meetings – at least 3 x per year as Finance & Risk Committee – attended by all trustees, plus one Audit meeting per year Risk Committee – one per term Remuneration & Pay Committee – agreeing pay for Executive Team and Heads of School / Executive Heads. At least 1x per year. Vision/Strategy meeting – annual vision and strategy workshop	Business, Community & Marketing Education Estates Finance HR IT Pupil Premium Risk & Compliance Safeguarding	COO Deputy CEO Director of Teaching Resource Director Estates Additional Exec Team / senior leaders by invitation
VISION, POLICY, RISK	EDUCATION & STANDARDS	FINANCE	ESTATES, IT, H&S	HR
Agree trust vision and strategy including growth strategy Ensure vision and ethos are effectively shared with staff, parents, pupils, community, business Agree partnerships, memorandums of understanding etc. Receive stakeholder voice and factor this into trust decision making Hold the trust to account for PR, marketing, business links, community links Agree governance model for the trust and review regularly to ensure effectiveness. Policy Agree Trust-wide policies, hold CEO / COO to account for implementation Agree Admissions Policies for each school Agree Scheme of Delegation	Hold trust to account for standards using: Data snapshots highlighting red flags and causes for celebration Data snapshots of groups (PP, EAL, LAC, disadvantaged, more able etc) highlighting red flags and causes for celebration KPIs of barriers to learning (safeguarding issues, behaviour, attendance, etc.) highlighting red flags and causes for celebration	Agree consolidated budget Agree core charge and services provided within the charge Agree major extraordinary spends as outlined in the Finance Policy Agree major shared procurements and leases as outlined in the Finance Policy, ensuring best value Monitor the asset registers and inventories through updates from Hub Governing Bodies Risk Review trust risk register Monitor effectiveness of risk register processes across the schools and hubs Receive red flag reports from schools and hubs	Estates Agree 3-5 year Estates plans Agree major works as outlined in Finance Policy IT Agree 3-5 year IT plans Agree major contracts and leases as outlined in the Finance Policy Health & Safety Top-level monitoring of health and safety compliance, lessons learned etc.	Agree major restructuring and redundancies following approval by CEO Monitor effectiveness of performance management processes across the trust Performance Management of the CEO and COO by Chair, at least one other trustee and external advisor. Agree changes to trust-wide HR policy, ensuring consultation as appropriate Join Hub HR panels – appeal, grievance, disciplinary, etc. where necessary

MEMBERSHIP

MEETINGS

KEY ROLES

ATTENDING

Trustees appointed by Members based on skills
Primary representative (appointed based on skills)
Secondary representative (appointed based on skills)
Additional co-opted trustees as necessary to ensure robust skill set, appointed by trustees

Full meetings – at least 4 x per year with teaching & learning / standards focus
Full meetings – at least 3 x per year as Finance & Risk Committee – attended by all trustees, plus one Audit meeting per year
Risk Committee – one per term
Remuneration & Pay Committee – agreeing pay for Executive Team and Heads of School / Executive Heads. At least 1x per year.
Vision/Strategy meeting – annual vision and strategy workshop

Business, Community & Marketing
Education
Estates
Finance
HR
IT
Pupil Premium
Risk & Compliance
Safeguarding

COO
Deputy CEO
Director of Teaching Resource
Director Estates
Additional Exec Team / senior leaders by invitation

VISION, POLICY, RISK

EDUCATION & STANDARDS

FINANCE

ESTATES, IT, H&S

Agree trust vision and strategy including growth strategy
Ensure vision and ethos are effectively shared with staff, parents, pupils, community, business
Agree partnerships, memorandums of understanding etc.
Receive stakeholder voice and factor this into trust decision making
Hold the trust to account for PR, marketing, business links, community links
Agree governance model for the trust and review regularly to ensure effectiveness.

Policy

Agree Trust-wide policies, hold CEO / COO to account for implementation
Agree Admissions Policies for each school
Agree Scheme of Delegation

Hold trust to account for standards using:

Data snapshots highlighting red flags and causes for celebration
Data snapshots of groups (PP, EAL, LAC, disadvantaged, more able etc) highlighting red flags and causes for celebration
KPIs of barriers to learning (safeguarding issues, behaviour, attendance, etc.) highlighting red flags and causes for celebration

Agree consolidated budget
Agree core charge and services provided within the charge
Agree major extraordinary spends as outlined in the Finance Policy
Agree major shared procurements and leases as outlined in the Finance Policy, ensuring best value
Monitor the asset registers and inventories through updates from Hub Governing Bodies

Risk

Review trust risk register
Monitor effectiveness of risk register processes across the schools and hubs
Receive red flag reports from schools and hubs

Estates

Agree 3-5 year Estates plans
Agree major works as outlined in Finance Policy

Agree 3-5 year IT plans
Agree major contracts and leases as outlined in the Finance Policy

Health & Safety

Top-level monitoring of health and safety compliance, lessons learned etc.

Agree major restructuring and redundancies following approval by CEO
Monitor effectiveness of performance management processes across the trust
Performance Management of the CEO and COO by Chair, at least one other trustee and external advisor.
Agree changes to trust-wide HR policy, ensuring consultation as appropriate
Join Hub HR panels – appeal, grievance, disciplinary, etc. where necessary

HUB GOVERNING BODY – ONE PER CLUSTER OF SCHOOLS – ROLES AND RESPONSIBILITIES OF HUB GOVERNORS

MEMBERSHIP	MEETINGS		KEY ROLES	ATTENDING
Governors from Local Governing Bodies of Hub schools, appointed based on skills 1 trustee Co-opted governors bringing specific skills as needed	Full meetings 3 per year & additional where necessary		Education Estates and IT Finance Health & Safety HR Marketing Risk Safeguarding & Prevent	CEO, Deputy CEO, Director of Teaching Resource COO Senior leaders from schools, as invited by CEO Director of Estates Directors IT, HR & Business managers as invited by COO
	MARKETING
	Monitor and contribute to the marketing strategy for the Hub
VISION, POLICY, RISK	EDUCATION & STANDARDS	FINANCE & RISK	ESTATES & IT	HR
Interpret the trust vision for the hub context Agree shared staffing Agree shared educational / curriculum developments, PR, enrichment activities, etc. Network as a hub with other trusts, businesses, community organisations, the LA, teaching schools etc. Review effectiveness of governance annually. Take account of stakeholder voice and the concerns and aspirations of Hub schools Policies Agree policies specific to Hub Risk Receive risk reports from Hub schools, identify collective risks, red flag key risks to the Board Exclusions: Monitor exclusions, behaviour partnership arrangements, managed moves Oversee exclusion panels, drawing on expertise from LGBs and trustees as necessary	Agree strategic development of curriculum across Hub schools, in line with whole trust strategy Monitor data red flags Monitor KPIs attendance, exclusions, SEND changes etc. across the group which red flag issues Complaints Overseeing and running complaints at Panel stage	Agree budgets of Hub schools on recommendation of Hub Lead, CEO and COO Monitor budgets Agree grant applications and spending within Finance Policy limits Sign off best value where cheapest quote is not used Agree major shared procurements where these are not covered at trust level Monitor that insurance is in place across the Hub schools Monitor cashflow Monitor the asset registers and inventories Monitor audit action plans	Estates Recommend to Board 3 year estates plans for Hub schools, as recommended by Director Estates Agree medium sized works as outlined in Finance Policy and 3 year plan Monitor progress against health and safety audits IT Recommend to Board 3-5 year plans for Hub schools Agree medium sized contracts and leases as outlined in the Finance Policy and 3 year plan.	Agree medium staff restructuring and redundancies following approval by CEO Monitor effectiveness of performance management processes in Hub schools Oversee Hub HR panels – appeal, grievance, disciplinary, drawing on governors from school and trustees as necessary