Kempston Challenger Academy | Governance
page-template-default,page,page-id-15741,tribe-no-js,ajax_fade,page_not_loaded,,qode-theme-ver-10.0,wpb-js-composer js-comp-ver-4.12,vc_responsive



Challenger Multi Academy Trust (CMAT)

Governance Structure – Scheme of Delegation

The arrangements for governance within Challenger Multi Academy Trust are set out in this scheme of delegation. The Trust is a company limited by guarantee and an exempt charity. The functions of the Trust are discharged by its various boards, committees and key posts. In summary these are:

  1. Members

As charitable companies limited by guarantee every trust has members who have a similar role to the shareholders of a company limited by shares. They:

  • are the subscribers to the Trust’s memorandum of association (where they are founding members).
  • may amend the articles of association (the articles include a definition of the Trust’s charitable objects and governance structure) subject to any restrictions in thearticles or in the trust’s funding agreement or charity law.
  • have powers to appoint and remove trustees in certain circumstances
  • appoint the trust’s auditors and receive the trust’s audited annual accounts (subject to the Companies Act).

As responsibility to conduct the business of the trust in accordance with company and charity law, sits with the Trustees, members are ‘eyes on and hands off’ and avoid compromising the Board’s discretion in exercising its responsibilities. However if the governance of the Trust by the Board of Trustees becomes dysfunctional the Members will have a strong interest in ensuring the Board has sufficient plans to address the issues.

The current Members are:

  • Challenger Trust
  • Martin Smout
  • Charlie Rigby
  • Jeremy Parrish
  • Katherine Gardiner.
  1. Trustees

 The Board of Trustees manages the business of the academy trust and should focus strongly on the three core functions of governance:

  • 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 performance management of staff
  • overseeing the financial performance of the organisation and making sure its money is well spent.

The Trustees must ensure compliance with the Trust’s charitable objects and with company and charity law, and adherence to the Trust’s funding agreement with the Secretary of State for Education.

The Trustees are also company directors for CMAT.

The Board can delegate tasks to committees and individuals but is always accountable for these tasks.

The Trustees are:

  • Martin Smout (Chair)
  • Charlie Rigby
  • Peter Knell
  • Stephen Chamberlain (Chief Executive Officer)
  • Andrew Urbanek
  • Sally Dicketts
  1. The Board of Trustees

 The CMAT Trustees, acting as a board, are permitted to exercise all the powers of the academy trust. The trustees delegate certain governance functions and details of these delegations are set out below.

The Trust must review its delegations at least annually and can have different delegations for each academy within the Trust depending on its circumstances. 

The terms of reference for the Board can be accessed here

  1. CMAT Committees

 The Board has established two committees to support and inform the overall work of the Board. The two committees are:

  • Standards
  • Finance, Risk and Audit
  1. Local Governing Bodies(LGB)

 Each academy has an element of local governance and a Local Governing Body.

The LGB members for Kempston Challenger Academy are:

  • David Fraser (Chair)
  • Kirk Sharp
  • Jeremy Chopping
  • Ian Evason

The LGB’s key responsibilities are:

  • The vision for KCA within the overall CMAT aims and vision
  • How that vision is put in place
  • Monitoring and holding to account of the Executive Headteacher and the SLT for the implementation of the Academy Improvement Plan and the Rapid Improvement Plans
  • To offer advice to the Executive Headteacher
  • Leadership and management including supporting the SLT as a team and supporting their profile within the school
  • Reinforcing a culture of holding to account in a constructive professional way including the use and application of data
  • Working with staff on 360— review of appropriate areas, a staff focus group etc, as felt appropriate, to understand the staff stakeholder perspective
  • Looking at ways to nurture and support staff
  • Looking at the curriculum offer
  • Welfare and outcomes for students
  • teaching and learning and standards receiving ongoing support from Diana Osagie on this
  • Overall support with a view to a potential Ofsted in January 2018
  • Holding to account on performance management procedures
  • Encouragement of broad and positive stakeholder engagement
  • Supporting the Executive Headteacher and SLT in building the profile of KCA within the community

More details are contained in the accountability matrix and the LGB terms of reference.

Declaration of Interests and Attendance

 The declared interests of CMAT Members, Trustees and the LGB members and the attendance of Trustees and LGB members are shown in the attached link

  1. Chief Executive Officer (CEO)

 The CEO has overall responsibility for all operational matters with CMAT and delivering its strategic objectives as he agreed by the Board. The CEO is directly accountable to the Board and is also the Accounting Officer for the Trust.

Headteachers, as the lead professional in each academy, are responsible for the day to day management of their academy. They report to and are held to account by the LGB for the academy.