Challenger Multi Academy Trust
SCHEME OF DELEGATION 2021/22
Author | JB/SB |
Date Approved | CMAT Board December 2021 |
Version | Final |
Date to be Reviewed | December 2022 |
GOVERNANCE STRUCTURE; CHALLENGER MULTI ACADEMY TRUST
Members |
Board of Trustees |
Finance Risk and Audit Committee (FRAC)* | Standards Committee* |
KCA Local Governing Body | Daubeney Local Governing Body | Lancot
Local Governing Body |
Springfield Local Governing Body |
Notes:
*The Board has made the decision that Board sub committees for a)Standards and b)Finance, Risk And Audit will not be operated at present. Instead oversight of these areas of responsibility will be retained at Board level with inclusion as appropriate on Board agendas and within Board reporting. The Board will review this decision quarterly.
Challenger Multi Academy Trust
Arrangements for Delegated Authority
The arrangements for delegated authority within Challenger Multi Academy Trust (CMAT) are set out in this scheme of delegation. The functions of the Trust are discharged by its boards, committees and key posts. The significant roles and responsibilities within the organisation are as follows;
The members of CMAT are signatories to the Trust’s memorandum and articles of association (a document which outlines the governance structure and how the Trust will operate). The members appoint trustees to ensure that the Trust’s charitable object is carried out. They are able to remove trustees if they fail to fulfil this responsibility. Members are also responsible for approving any amendments to the Trust’s articles of association.
While members are permitted to be appointed as trustees, in order to retain a degree of separation of powers between the members and the trust board, and in line with DfE expectations, not all members are trustees. Members are not permitted to be employees of the Trust.
The trustees of CMAT are the charity trustees and are responsible for the general control and management of the administration of the Trust in accordance with the provisions set out in the memorandum and articles of association. The Board of trustees is accountable for the performance of all academies within the Trust and as such must;
Because trustees are bound by both charity and company law, the terms “trustees” and “directors” are used interchangeably.
The CMAT Board is permitted to exercise all the powers of the Trust. The trustees can delegate certain governance functions and these are set out in this scheme of delegation – see Appendices C and D. The Board remains accountable for any functions delegated.
The trust has the right to review and adapt its governance structure at any time which includes removing delegated authority in certain circumstances which are set out below. Delegations are reviewed on an annual basis.
The Board is constituted under the Trust’s Memorandum of Association and Articles of Association. It is responsible for ensuring that high standards of corporate governance are maintained. The Board is also governed by the terms of the Trust’s Funding Agreements that are in place, the Academy Trust Handbook and the relevant government guidance for academies.
The Board of trustees of CMAT delegates responsibility for delivery of its objectives and strategy to the lead professional of CMAT i.e. the Chief Executive Officer (CEO) who is also designated as the Accounting Officer. The CMAT Board holds the CEO to account for the performance of the trust, including the performance of the academies within the trust.
Some responsibilities concerning the performance of each academy are delegated to Local Governing bodies (LGBs). Each Local Governing Body will use its detailed knowledge and engagement with stakeholders to ensure that their academy is performing to the highest possible standards, and that it is being well served by the executive leadership of the trust.
The performance management of the Chief Executive Officer (Accounting Officer) is the responsibility of the Chair of the Trust Board supported by input from all other Trustees. The CEO is responsible for the performance management of the academy headteachers but will seek contributions from representatives of the Local Governing Bodies to this process.
In addition to the CEO, the Trust has a Chief Financial Officer (CFO) who reports to the CEO and the Board.
The Board has made the decision that Board sub committees for a)Standards and b)Finance, Risk And Audit will not be operated at present. Instead oversight of these areas of responsibility will be retained at Board level with inclusion as appropriate on Board agendas and within Board reporting. The Board will review this decision quarterly.
Vision
Our mission is to create a family of outstanding schools where every young person has the opportunity to participate in engaging active learning experiences and achieve excellent education outcomes in an inclusive and high performing school system.
Our academies will be places of educational excellence. We want to do what is best for all of our pupils, staff and parents. Our aim is to see our pupils achieve their full potential within a framework of challenge and support with strong governance and teaching excellence.
Our vision is to build a collaborative partnership of schools that will provide outstanding educational provision, both inside and outside the classroom, through challenge and the promotion of excellence.
We welcome pupils from all backgrounds and will work to provide them with a comprehensive range of learning opportunities that will be personalised and draw on the principles and practice of ‘Learning Outside the Classroom’ (LOtC) and models of Engaging Schools’.
Our key foci are on progress and partnership. School improvement is also based on school-to-school support developed through a model of collaborative autonomy.
Articles of Association
The Articles of Association set out the responsibilities and procedures for the running of the Trust (which is a charitable company limited by guarantee as per Companies Act of 2006).
Trustees Responsibilities
Trustees have full responsibility for the Trust and must:
In managing the Trust’s finances, Trustees must:
The Trustees reserve the right to enter into service level agreements with other parties to support the performance of these responsibilities, where these agreements are deemed to be in the best interest of the Trust. The Trustees will however retain full responsibility for the Trust at all times. Any such service level agreements will be documented and operate alongside this Scheme of Delegation.
Emergency Powers
The Chair of the Board, in consultation with the CEO where practicable, will take appropriate action when a decision is needed urgently on behalf of the Trust. In the absence of the Chair, the Vice Chair can exercise this power.
Intervention
The Trustees have a duty to take appropriate action when there are weaknesses in the Academies. Where individual Trustees have unresolved concerns about the running of the Academies or a proposed action, they should ensure that these concerns are recorded in minutes.
Conduct of Trustees
Trustees are public servants and as such must not use public monies or official business for personal benefit. The Trustees should avoid obtaining goods and services that include elements of private use or accepting excessive hospitality from prospective suppliers. The Treasury rules about the receiving of hospitality and gifts should be followed together with full compliance with the CMAT Gifts and Hospitality Policy. .
Trustees should be aware that the Prevention of Corruption Act places the burden of proof on the recipient of favours.
NB: All duties and responsibilities of Trustees detailed in the Trust’s governance documents apply equally to persons who are not Trustees but who have been appointed to serve on a committee of those Academies in an honorary capacity.
Declarations of Interests
It is vital that Trustees act, and are seen to act, impartially. All members of the Board are required to complete a declaration of their interests on a minimum annual basis. Individual declarations will be maintained together in a register, which will be published on the Trust website.
It is the responsibility of Trustees to ensure that their declarations of interests are kept up to date at all times, and to amend or update them as necessary. At the start of each relevant meeting, Trustees will be asked to declare any interests in a matter included on the agenda.
Payments
Trustees will not receive any remuneration for their work as Trustees other than payment of all reasonable out of pocket travel, accommodation or other expenses legitimately incurred by them in connection with their attendance at meetings acting in the capacity of Trustees.
No Trustee may hold any interest in property belonging to the Trust.
CMAT Board Meetings
The Terms of Reference for the CMAT Board are attached at Appendix A
There is an LGB for each academy.. Each LGB constitutes a committee of the Trust.
The responsibilities of the LGBs are set out in detail in this scheme of delegation. In summary they include;
Financial decisions and control sit with the CFO, CEO and the Trust Board. The CMAT Summary of Financial Delegation is attached at Appendix D. This is subject to annual review.
The Terms of Reference for the LGB’s are attached at Appendix B.
As a committee of the Trust Board, delegation to an LGB can be removed at any time. Examples of when this may occur are:
Emergency Powers
The Chair of the LGB, in consultation with the Principal of the relevant Academy will take appropriate action when a decision is needed urgently on behalf of the LGB and will report such urgent actions at the next available LGB meeting. In the absence of the Chair, the Vice Chair will exercise these powers.
Intervention
The LGB members have a responsibility to take appropriate action when there are weaknesses in the Academy. Where individual LGB Members have unresolved concerns about the running of the Academy or a proposed action, they should ensure that these concerns are brought to the attention of the Chair and recorded in minutes.
Code of Conduct – LGB Governor
All LGB members will be required to sign the Code of Conduct for LGB Governors as approved by the Board from time to time.
Breach of the Code or other conduct detrimental to the interests of the Trust or any academy within the Trust can lead to the Trust removing a LGB Governor.
All LGB members will be subject to the appropriate DBS and S.128 checks.
In particular, LGB Governors are public servants and as such must not use public monies or official business for personal benefit. The Governors should avoid obtaining goods and services that include elements of private use or accepting excessive hospitality from prospective suppliers. The Treasury rules about the receiving of hospitality and gifts should be followed together with full compliance to the CMAT Gifts and Hospitality Policy as these rules are there to protect staff and Governors. Governors should be aware that the Prevention of Corruption Act places the burden of proof on the recipient of favours.
Declarations of Interests
It is vital that Governors and staff act, and are seen to act, impartially. All members of the governing bodies are required to complete a declaration of their interests on a minimum annual basis. Individual declarations will be maintained together in a register. Any declarations must be published on the academy website.
It is the responsibility of Governors to ensure that their declarations of interests are updated at all times. At the start of each relevant meeting, Governors(and staff in attendance) should be asked to declare any interests in a matter included on the agenda and withdraw from that part of the meeting.
Payments
LGB Governors will not receive any remuneration for their work as Governors, unless specifically approved by the Board and in accordance with the principles in the Department for Education’s Governance Handbook, other than payment of all reasonable out of pocket travel, accommodation or other expenses legitimately incurred by them in connection with their attendance at meetings acting in the capacity of Governor of the Academy.
No Governor may hold any interest in property belonging to the Academy. Nor may a Governor receive remuneration in respect of any contract to which the Academy is a party unless there is the prior approval of the Board.
Removal of an LGB
The Trust can remove an LGB at any time where it is in the best interests of an academy to do so. Examples of where this may occur are:
Interim Boards
Where an LGB is removed by the Board, the Board may put in place an Interim Board (IB). The membership of the IB and its delegated powers will be as determined by the Board from time to time.
The main function of the IB will be to secure the governance of the academy and develop a sound basis for improvement. The IB will be in place until the CMAT Board is satisfied that the relevant performance problems have been rectified, and that the revised membership of the LGB is sufficiently competent to resume responsibility for the academy.
CMAT does not adopt a one size fits all approach and is committed to appointing IB’s which are small, focused groups. Members will be chosen on a case by case basis in accordance with the needs of individual academies.
Named LGB Governor Roles
Each LGB will appoint from among its members, individuals with the following specific responsibilities:
The CEO has delegated responsibility from the Board for the operation of CMAT including the performance of the Trust’s academies.
The CEO is responsible for the internal organisation, management and control of the Trust and the Academies, the implementation of all policies approved by the Trust and for the direction of teaching and the curriculum.
The CEO is the accounting officer so has overall responsibility for the operation of the Trust and its financial responsibilities and must ensure that the organisation is run with financial effectiveness and stability, avoiding waste and securing value for money.
The CEO leads the executive management team of CMAT. The CEO will delegate executive management functions to the executive management team as s/he thinks fit and is accountable to the Trust Board for the performance of the executive management team.
CFO Role – The CFO’s key areas of responsibility are set out in the Academy Trust Handbook published by the Department for Education. The CFO will be appointed by the Board in conjunction with the CEO.
Clerk to the Board
The Board will appoint a governance professional – not a Trustee, Principal or the Chief Executive as Clerk to the Board
The Trust is responsible for the employment of the Headteacher/Principal in each academy.
The Academy Headteacher is responsible for the day to day management of the academy and is managed by the CEO. She / he reports to the LGB on the overall performance of the school, the progress of pupils and any other matters which have been delegated to the LGB.
Feedback is essential to enable the Trust to focus on continual improvement. The Academy Headteacher is responsible for organising annual staff, parent and student surveys with outcomes reported to the LGB and summary outcomes shared thereafter with the Board.
APPENDIX A
TERMS OF REFERENCE FOR THE BOARD
Audit Functions
Finance Functions
Asset Management
Compliance
Standards
APPENDIX B
Terms of Reference for Local Governing Body (LGB)
Introduction
CONSTITUTION OF THE LGB
Governors of the LGB
Members of the LGB shall be known as “governors”.
The Trustees have the right to appoint such persons to the LGB as they shall determine from time to time
The LGB shall be comprised as follows:
Term of office
Appointment and removal of Chair and Vice Chair
PROCEEDINGS OF THE LGB
Meetings
Quorum
Minutes of meetings
DELEGATED POWERS
General principles
In the exercise of its delegated powers and functions, the LGB governors shall:
Key functions:
Summary of key functions:
Levels of delegation
APPENDIX C
SCHEME OF DELEGATION
DELEGATION OF PERSONNEL FUNCTIONS | ||||||||||
KEY
Level 1: Members Level 2: Board of Trustees/Chief Executive Level 3: Local Governing Body in conjunction with the Chief Executive Level 4: Headteacher Although decisions may be delegated, the Board of Trustees as a whole remains responsible for any decision made under delegation. |
||||||||||
Decision Level | ||||||||||
Key
Function |
No | Tasks | 1 | 2 | 3 | 4 | ||||
Staffing | 1 | Appointment of Chief Executive | ü | |||||||
2 | Appointment of Headteachers – school’s Chair of LGB to chair the recruitment panel and make appointment with Chair of Board’s and CEO’s approval. | ü | ||||||||
3 | Appointment of member leadership team (in line with agreed staffing structure) | ü | ü | |||||||
4 | Appointment of other teachers (in line with agreed staffing structure) | ü | ||||||||
5 | Appointment of support staff (in line with agreed staffing structure) | ü | ||||||||
6 | Transfer of staff within Trust (agreement between headteachers/CEO required on transition period and handover process) | ü | ||||||||
7 | Agree pay policy | ü | ||||||||
8 | Pay discretions for Chief Executive | ü | ||||||||
9 | Pay discretions for Headteacher | ü | ||||||||
10 | Pay discretions for member of leadership team | ü | ||||||||
11 | Pay discretions for other teachers
|
ü | ||||||||
12 | Pay discretions for support staff | ü | ||||||||
13 | Establishing disciplinary/capability procedures | ü | ||||||||
14 | Dismissal of Chief Executive
(Attendance at Dismissal meeting: At least 3 Trustees, another representative from the Trust, HR representative)
|
ü | ||||||||
15 | Dismissal of Headteacher
(Attendance at Dismissal meeting: At least 2 Trustees – Chair of Board of Trustees and Chair of LGB, another representative from the Trust, HR representative)
|
ü | ||||||||
16 | Dismissal of Leadership Team
(Attendance at Dismissal meeting: Headteacher and Chair of LGB with advice from HR and another representative from trust)
|
ü | ü | |||||||
17 | Dismissal of other staff.
(Attendance at Dismissal meeting: Headteacher and Chair of Local Governing Body with advice from HR and another representation from trust). NB: Local governing body must act through dismissal committee |
ü | ü | |||||||
18 | Suspending Chief Executive
(Suspension process to include at least 3 trustees)
|
ü | ||||||||
19 | Suspending Headteacher
(Suspension process to include 2 Trustees: Chair of Board of Trustees and Chair of LGB, another representative from the Trust with advice from HR)
|
ü | ||||||||
20 | Suspending member of the leadership Team
(Suspension process to include: Headteacher and Chair of LGB with advice from HR and another representative from trust) |
ü | ü | ü | ||||||
21 | Suspending other staff
(Suspension process to include: Headteacher and Chair of Local Governing Body with advice from HR and another representation from trust) |
ü | ü | |||||||
22 | Ending suspension of Chief Executive | ü | ||||||||
23 | Ending suspension of Headteacher and member of leadership team | ü | ||||||||
24 | Ending suspension of other staff | ü | ü | |||||||
25 | Determining dismissal payments/early retirement/redundancy payments | ü | ||||||||
26 | Determining staff structure
|
ü | ü |
The LGB shall be responsible for the appointment and management of all other staff to be employed at the School provided that this is done in consultation with the Chief Executive, the LGB shall:
Personnel policies and procedures
The LGB must ensure that the School abides by the personnel policies and procedures determined by the Trust including:
Staffing structure
The Headteacher must present to the Chief Executive annually by 31st May a fully costed 3 Year Staffing Structure which must be no more than 80% of total pupil-led income (including pupil premium).
As the Trust is the employer, the LGB should seek the consent of the Trustees of any change to the agreed staffing structure. Any School seeking to change its agreed staffing structure must:
Safeguarding
The LGB must ensure that all safeguarding procedures are in place (i.e. recruitment and child protection)
The LGB must ensure that the school central record (SCR) is up-to-date, maintained and is compliant. (i.e. every employee has a current enhanced DBS)
The LGB must ensure that every employee is eligible to work in the UK.
DELEGATION OF KEY FUNCTIONS | ||||||||||
KEY
Level 1: Members Level 2: Board of Trustees Level 3: Local Governing Body in conjunction with the Chief Executive Level 4: Headteacher in conjunction with the Chief Executive Although decisions may be delegated, the Board of Trustees as a whole remains responsible for any decision made under delegation. |
||||||||||
Decision Level | ||||||||||
Key
Function |
No | Tasks | 1 | 2 | 3 | 4 | ||||
Governance | 1 | Approve Trust Articles of Association | ü | |||||||
2 | Approve Members’ Terms of Reference | ü | ||||||||
3 | Appoint and Remove Trustees | ü | ||||||||
4 | Appoint and Remove Chair of LGB | ü | ||||||||
5 | Approve Board Terms of Reference | ü | ||||||||
6 | Approve LGB Terms of Reference | ü | ||||||||
7 | Approve Audit/Pay Committees Terms of Reference | ü | ||||||||
8 | Approve Trust’s Scheme of Delegation | ü | ||||||||
9 | Approve schools joining the Trust | ü | ||||||||
Central Services | 10 | To determine the scope and charge of mandatory core services to be delivered by the Trust on behalf of its Schools | ü | |||||||
11 | To identify those additional services to be procured on behalf of individual schools | ü | ||||||||
12 | To ensure centrally procured services provide value for money | ü | ||||||||
13 | To ensure Trust website is up-to-date and adheres to all statutory requirement via Central Team | ü | ||||||||
Curriculum | 14 | To develop a curriculum policy within the framework of the Trust’s overall strategic intents | ü | ü | ||||||
15 | To implement curriculum policy | ü | ü | |||||||
16 | Responsibility for standards of teaching | ü | ||||||||
17 | Accountability for standards of teaching | ü | ü | |||||||
18 | Responsibility for individual child’s education | ü | ||||||||
19 | Accountability for individual child’s education | ü | ü | |||||||
20 | Provision of sex education – to establish and keep up to date a written policy within Trust’s framework | ü | ü | |||||||
21 | To prohibit indoctrination and ensure the balanced treatment of controversial issues | ü | ü | ü | ü | |||||
22 | To establish a charging and remissions policy for activities | ü | ||||||||
23 | To implement the charging and remissions policy | ü | ü | |||||||
Performance Management | 24 | To establish an appraisal policy | ü | |||||||
25 | To implement the appraisal policy | ü | ü | |||||||
26 | To review annually the appraisal policy | ü | ||||||||
Target setting | 27 | To propose targets for pupil achievement (Chief Executive and Headteacher) | ü | |||||||
28 | To agree targets for pupil achievement | ü | ||||||||
29 | To monitor pupil achievement against targets | ü | ü | |||||||
30 | Responsibility for pupil outcomes | ü | ||||||||
31 | Accountability for pupil outcomes | ü | ü | |||||||
Behaviour | 32 | To develop a behaviour policy within the Trust’s framework | ü | ü | ||||||
33 | To implement the behaviour policy | ü | ü | |||||||
Admissions | 34 | To consult before setting an admissions policy | ü | |||||||
35 | Setting an admission policy | ü | ||||||||
36 | Admissions: application decisions | ü | ü | |||||||
37 | To appeal against LA directions to admit pupil(s) | ü | ü | |||||||
Religious
Education |
38 | Responsibility for ensuring provision of RE in line with the school’s curriculum policy | ü | ü | ||||||
Collective
Worship |
39 | To ensure that all pupils take part in a daily act of collective worship | ü | ü | ||||||
40 | To make application to the advisory councils, SACRE, concerning the requirements for collective worship (school without a religious character) to dis-apply. | ü | ü | |||||||
Premises &
Insurance |
41 | Buildings insurance and personal liability | ü | ü | ||||||
42 | Developing the Trust’s buildings programme | ü | ||||||||
43 | Implementing the school’s building programme | ü | ü | |||||||
44 | Maintaining buildings, including developing properly funded maintenance plan | ü | ü | |||||||
Health & Safety | 45 | To develop a health and safety policy within the Trust’s framework. | ü | |||||||
46 | To ensure that health and safety regulations are followed | ü | ü | |||||||
47 | To implement the Trust’s Health and Safety Policy | ü | ü | |||||||
School
Organisation |
48 | To publish proposals to change category of school | ü | |||||||
49 | To set the times of school sessions and the dates of school terms and holidays | ü | ||||||||
50 | To ensure that the school opens for pupils for 380 sessions in a school year | ü | ü | |||||||
Information for
Parents |
51 | To ensure school website is up-to-date and adheres to all statutory requirement | ü | ü | ||||||
52 | To ensure provision of free school meals to those pupils meeting the criteria | ü | ü | |||||||
53 | Adoption and review of home-school agreements | ü | ü | |||||||
Policies | 54 | To determine, on an annual basis, those policies which will be developed by the Trust and mandatory for all Trust schools | ü | |||||||
55 | To ensure copies of all CMAT policies and procedures are disseminated to staff and implemented. | ü | ü | |||||||
Exclusions | 56 | Power to exclude | ü | |||||||
57 | To consider an exclusion | ü | ||||||||
Personnel and staffing | 58 | For the delegation of personnel and staffing functions please refer to personnel functions |
Key
Level | Responsible Individual or Group |
1 | Member Level |
2 | Challenger Multi Academy Trust Board Level |
3 | Local Governing Body Level in conjunction with the CEO |
4 | Headteacher/Principal Level (in conjunction with the CEO |
Governance
No. | Task | 1 | 2 | 3 | 4 |
1 | Appoint and remove members | P | |||
2 | Appoint Board committee members | P | |||
3 | Appoint and remove chair and vice chair of the Board | P | |||
4 | Appoint and remove Board committee chairs | P | |||
5 | Appoint and remove clerk to the Board | P | |||
6 | Appoint and remove clerk to LGB | P | |||
7 | Complete skills audit and recruit to fill gaps | P | |||
8 | Confirm the chair of academy local governing body, appoint LGB community governors and LGB co-opted governors | P | |||
9 | Election arrangements LGB staff and parent governors | P | |||
10 | Agree annual schedule of business for trust Board | P | |||
11 | Determine Trust wide policies which reflect the Trust’s ethos, values and aims | P | |||
12 | Suspend and/or dismiss LGB governing body members | P | |||
13 | Set up and publish register of members’, trustees’ and governors’ business and pecuniary interests | P | |||
14 | Set up and approve trustees’ and governors’ expenses scheme | P | |||
15 | Appointment of External Auditors | P | |||
16 | Replace a Local Governing Body with an Interim Board as a temporary measure | P | |||
17 | Review performance of Trust Board and Board committees against CMAT strategic plan(s) and any other agreed criteria | P |
Finance
No. | Task | 1 | 2 | 3 | 4 |
1 | Appoint CFO | P | |||
2 | Agree Scheme of Financial Delegation | P | |||
3 | Monitor CMAT and academy budgets | P | |||
4 | Approve financial and procurement policies and ensure in line with the Academies handbook | P | |||
5 | Receive and respond to annual audit report | P | |||
6 | Maintain accurate, reconciled and up to date records to provide financial and statistical information for each academy | P | |||
7 | Ensure disposal of assets complied with relevant procedures and Academies Trust Handbook | P | |||
8 | Ensure a system of internal control is in place | P | |||
9 | implement internal control recommendations | P | |||
10 | Ensure appropriate insurance arrangements are in place | P | |||
11 | Ensure academy budgets are in line with academy improvement plans | P | P | ||
12 | Agree top slice | P |
Risk Management
No. | Task | 1 | 2 | 3 | 4 |
1 | Ensure appropriate risk management policies are in place | P | |||
2 | creation of trust wide risk register including Board assurance | P | |||
3 | review of trust wide risk register including Board assurance | P | |||
4 | creation of academy risk register – maximum 5 key risks | P | P | ||
5 | review of academy risk register | P | P | ||
6 | Develop academy business continuity plan (CMAT format) | P | P | ||
7 | Approve academy business continuity plans | P | P | ||
8 | Monitor implementation of academy business continuity plans | P | P | P | |
9 | Strategic Trust Wide Continuity Plan | P | |||
10 | Approval of residential trips | P |
APPENDIX D – FINANCIAL DELEGATION
CMAT SUMMARY OF FINANCIAL DELEGATION
Approved by the Board of Trustees in October 2021 and to be reviewed annually.
All transactions in excess of the limits shown must be approved by the Trust Board
Tender considered (including review of OJEU threshold) and if no tender carried out, documented reasons as to why not deemed applicable. | Approval by the Board of Trustees | Approval by the Finance, Risk and Audit Committee* FRAC Responsibilities have been assumed by the Board – decision to be reviewed quarterly | Approval by CEO or CFO | Approval by Headteacher (as long as the school is within the set Budget) | Minimum of 3 quotes obtained, or, on the rare occasion this may not be applicable documented approval from CEO or CFO to proceed. | |
Transactions up to £10,000 | X | |||||
Transactions up to £50,000 | X | X | ||||
Transactions up to £100,000 | X | X | ||||
Transactions over £100,000 | X | X | ||||
Write offs up to £5,000 | X | |||||
Write offs up to £50,000 | X | |||||
Write offs over £50,000 | X | |||||
Write offs over £100,000 | X |
To note: