Governors
Our Governors

The purpose of governance is to provide confident and strong strategic leadership which leads to robust accountability, oversight and assurance for educational and financial performance. Governance has three core functions:

  • Ensuring clarity of vision, ethos and strategic direction.
  • Holding executive leaders to account for the educational performance of the organisation and its pupils, and the effective and efficient performance management of staff.
  • Overseeing the financial performance of the organisation and making sure its money is well spent.

Within a multi-academy trust such as Lionheart, governance is led by the Trust Board, with some responsibilities delegated to both the Local Governing Body of the school and Hub Governing bodies across a cluster of schools.

Highcliffe Primary School has a Local Governing Body. Contact the governing body via the Chair of Governors, Paul Ince.

 

Further Trust and Governance Information

 

Highcliffe Primary School Governors

Paul Ince, Chair

Paul Ince, Chair

Local Governing Body Details 2020 - 2021

Name

Governor Type

 

Date of Appointment

(for 4 years)

Key Responsibilities

Skills

Attendance at LGB Meetings 2019 - 20

Chris Swan

Ex-Officio

16.09.20

LAT Governance Professional

Education

Governance Strategy

N/A

Paul Ince

Community

11.11.2019

Acting Chair

Business

Education & Data

Staff Voice

Links with business

Knowledge of processes

Panel participation

L&D

Managing difficult situations

Marketing and communications

IT

3/4

Neil Gilliver

Parent

09.03.2020

Parent Voice

EYFS

Business

Estates

Relationship with parent community

3/4

Charlotte Foy

Community

16.09.2019

Pupil Voice

Community Links

Business management

0-5s education

Local stakeholder community

Local business links

4/4

Rakesh Vaitha

Community

16.09.2019

Wellbeing

Finance

Auditing/accounting/finance

3/3

Hannah Drury

Ex-Officio

01.09.2020

Head Teacher

Primary Education

4/4

Michelle Walton

Ex-Officio

01.09.2020

Executive Head Teacher

Executive Principal Primary

4/4

Karen O’Neill

Community

03.06.2019

SEND & LAC

Finance

IT

Special needs

Governor experience

Challenging/questioning/asking for evidence

3/4

Previous Governors 2019-2020
Previous Governors 2019 – 2020

Name

Governor Type

Appointment Date

Resignation Date

Attendance at LGB Meetings 2019 - 20

Bernard Saunders

Community

08.08.2017

11.06.2020

3/4

Alex Page

Parent

09.03.2016

09.06.2020

1/3

Chris Swan

Community

03.11.2019

31.08.2020

4/4

 

TRUST ORGANISATION

Scheme of Delegation

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

 

Trust Governance across all layers

Trust Board

Vision and ethos  |  Strategic direction  |  Risks and Opportunities

Finance  |  Overall responsibility

 

Operations Governing Body (OGB)

HR  |  Estates  |  IT  |  Marketing & Communications Enterprise

  Operations  |  Business

 

Local Governing Bodies (LGB)

Teaching & Learning  |  Pupil & Parent & Staff experience  |  Safeguarding  |  Business & Community links

Each school

 

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.

 

Operations Governing Body

The Operations Governing Body is made up of trustees, governors and community governors with specific skills, experience and insights linked to the operations work of the trust.

 

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 finance lead, CEO and CFO (or their representative).

 

·       Business links & careers   Community Links

·       Education & Data

·       Finance & grants - Sports Premiu, Catch Up

·       Parent Voice

·       Pupil Premium

·       Pupil Voice        

·       Safeguarding

·       SEND & Looked After Children

·       SMSC & British Values

·       Wellbeing – staff and pupils

·       EYFS (Primary)  6th form (if relevant)

·       Senior leadership team

·       Occasionally and where appropriate: 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 CEO, external advisor, Chair of LGB & Chair of Trust

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

·       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, along wit trustee representative

Stakeholder voice:

·       Parent forums & PTAs

·       School Council

·       Community networking

Pupil experience:

·       Curriculum offer

·       Enrichment – curriculum and before/after school clubs etc.

·       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.

Complaints:

·       Carry out Stage 3 complaints process (meeting with Chair or another governor)

Risk:

·       Receive and question risk register

·       Escalate concerns to Board

Compliance – hold school to account for:

·       Safeguarding & Prevent

·       British Values

·       Equality

Exclusions:

·       Monitor exclusions, behaviour partnership arrangements

·       Receive representations from parents in relation to exclusions

Local policies:

·       Agree local 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