Board of Directors
Directors Code of Conduct
Pecuniary Interest Register
Accountability for, and oversight of, the leadership and management of the schools in the Trust by:
- Setting the vision and values of the trust that will drive the ethos of the schools
- To act as an Audit Committee to ensure propriety and value for money
- Creating TSSMAT policy and process
- Setting the expectations that will be used to judge the effectiveness of each institution in the Trust
- Providing the resources for each institution to deliver what is required including CPD
- Appointing and dismissing teaching and support staff
- To act as a Pupil/Staff Discipline Committee
- Monitoring the quality of local leadership
- Performance management functions including recommending CEO remuneration to Members
- Ensuring that thorough, rigorous and regular self-evaluation is undertaken and reported to the Board by each institution
- Ensuring that the leadership of each institution is held to account by the Board
- Ensuring that standards, progress and attainment meet expectations, can be accounted for, measured and reported
- Challenging aspects that appear to be inconsistent, weak or failing in any or all of the institutions
- Approving Admissions to the schools and managing the appeals process
- To monitor Finance, Personnel, Health & Safety, Safeguarding and Curriculum matters and ensure that they are fit for purpose and meet all regulations.
The Directors, when required, will form individual committees to manage matters relating to Pupil/Staff discipline, Admissions and Appeals. This is to ensure that there is no conflict of interest.
Until Richard Crosse, St Mary's and The Howard's new Local Governance Committees are set up, the Trust Board will retain oversight of these schools.
Appointed, following recommendation and criteria validation, by the Members.
Directors pen portraits
- Chief Executive Officer – executive role, salaried, responsible for fulfilling the will of the Board and facilitating the functions of the Board
- Director of Strategy & Development – non-executive, non-salaried, oversight of TSSMAT’s development and strategies to achieve its growth, sustainability and capacity to improve [Appt]
- Director of Performance and Quality – non-executive, non-salaried, oversight of TSSMAT’s standards in pupil performance and the quality of teaching in order to maintain institutions being judged as at least good if not outstanding and to focus on self- evaluation [Appt]
- Director of Corporate Affairs – Human Resources: non-executive, non-salaried, oversight of personnel processes including CPD, legalities, salaries, processes in order to ensure viability, sustainability and development of the SSMAT [Appt]
- Director of Pupil Care – non-executive, non-salaried, oversight of all matters in the SSMAT relating to the well-being, behaviour and inclusiveness of all pupils (their spiritual, social, moral and cultural development) including those with special needs and and/or in receipt of pupil premium support. [Appt]
- Director of Corporate Affairs – Estates, Learning Environment and Health and Safety– non-executive, non-salaried with oversight of the SSMAT’s estates and their safety and the quality of the learning environments. This role also includes any trading arm that involves h/s issues and legalities. (Appt)
- Director of Finance and Trading – non-executive , non-salaried oversight of the financial affairs of the SSMAT and its trading functions in order to ensure probity, viability and sustainability. This will involve close liaison with the auditors and the bursar. [Appt]
Corporate Director of Communication & Local Advisory Groups (LAGs) – non-executive, non- salaried oversight of TSSMAT’s relationship with its stakeholders & LAGs ensuring that all relationships are beneficial and the Board gives appropriate attention to matters of concern raised by the due process of the LAGs[Appt)
There is currently one main committee of the Board of Directors with delegated power.
Elected Director – open to anyone who is a the member of a LAG but not an employee and who is nominated by at least two other members of the LAG and can meet the criteria for a Board member. Each LAG will elect their candidate for the role using first past the post. The successful candidate in each LAG will provide a pen portrait of themselves (not exceeding 300 words) and a statement as to how they might fulfil the role (not exceeding 300 words). The membership of all LAGs will vote using a preferential choice voting system in order to establish a winner.
Board members (except for CEO) normally appointed for a period of four years which can be extended by another four years by agreement and a then a further two year in exceptional circumstances which must be accounted for.
- Chair to be elected annually from amongst Board members
- Default Chair is the CEO who will facilitate the election of the Chair
- Meeting half termly and providing minutes of each meeting to the trustees and following a structured schedule to ensure proper coverage of all elements of the Board.
- All appointed Board members must be acceptable to the Church of England and fulfil at least two of the following criteria:
- Are sympathetic to the aims and objectives of a Christian foundation for the education of children
- Have demonstrable links to a Christian denomination that is recognised by the UK Churches Together organisation
- Have direct links with at least one of the communities served by the schools in the Trust
- As well as one of the following criteria:
- Can demonstrate substantial experience that prepares them for the proposed role
- Have never been disqualified from holding the role of company director
- And are willing to be examined in these matters prior to appointment by at least providing a CV and, if required references.
- The Board has the responsibility of considering if reasonable expenses should be paid to Trust or Board members and at what rates.
- The Board will be required to create appropriate sub groups in order to comply with statutory requirements.