Board of Directors
Governance at The Hazeley Academy is provided by the Board of Directors. The Board of Directors is generally accountable to stakeholders for the strategic direction and financial performance of the Academy. The key responsibilities are to:
- set the aims and objectives for the Academy;
- set policies for achieving those aims and objectives;
- set targets for achieving those aims and objectives;
- monitor and evaluate the progress the Academy is making towards achievement of its aims and objectives;
- appoint the Principal;
- account for the company’s activities to relevant parties, e.g. stakeholders, DfE;
- be a source of challenge and support to the Principal – a critical friend.]
Note: The Hazeley Academy is constituted as a Company Limited by Guarantee (CLG). This is a special company that never declares a profit. It is also a Charitable Trust. The Directors of the CLG are also Governors of the Academy and Trustees of the Charitable Trust. To avoid confusion the title of the Governing Body is the Board of Directors. The title Trustee is not used.
The role of governor is largely a thinking and questioning role, not a doing role.
A governor does NOT:
- Write Academy policies;
- Undertake audits of any sort – whether financial or health & safety – even if the governor has the relevant professional experience;
- Spend much time with the students of the Academy – if you want to work directly with children, there are many other voluntary valuable roles within the Academy;
- Fundraise; the governing body should consider income streams and the potential for income generation, but not carry out fundraising tasks;
- Undertake classroom observations to make judgements on the quality of teaching – the governing body monitors the quality of teaching in the Academy by requiring data from the senior staff and from external sources;
- Do the job of the Academy staff – if there is not enough capacity within the paid staff team to carry out the necessary tasks, the governing body need to consider and rectify this.
As you become more experienced as a governor, there are other roles you could volunteer for which would increase your degree of involvement and level of responsibility (e.g as a chair of a committee). This document does not cover the additional roles taken on by the chair, vice-chair and chairs of committees.
In order to perform well, a governor is expected to:
- get to know the Academy, including by visiting the Academy occasionally during Academy hours, and gain a good understanding of the Academy’s strengths and weaknesses;
- attend induction training and regular relevant training and development events;
- attend meetings (full governing body meetings and committee meetings) and read all the papers before the meeting;
- act in the best interest of all the students of the Academy; and
- behave in a professional manner, as set down in the governing body’s code of conduct, including acting in strict confidence.
Under usual circumstances, you should expect to spend between 10 and 20 days a year on your governing responsibilities; the top end of this commitment, which equates to about half a day per week in term time, is most relevant to the chair and others with key roles, such as chairs of committees. Initially, we would expect your commitment to be nearer 10 days a year. However, there may be periods when the time commitment may increase, for example when recruiting a Principal. Some longstanding governors may tell you that they spend far more time than this on Academy business; however, it is fairly common for governors to undertake additional volunteering roles over and above governance.
Under Section 50 of the Employment Rights Act 1996, if you are employed, then you are entitled to ‘reasonable time off’ to undertake public duties; this includes Academy governance. ‘Reasonable time off’ is not defined in law, and you will need to negotiate with your employer how much time you will be allowed.
Governors may receive out of pocket expenses incurred as a result of fulfilling their role as governor, in accordance with the Academy’s expenses policy; this covers incidental expenses, such as travel and childcare, but not loss of earnings.
Board of Directors Membership 2015 (To be updated to 2016 board after agreement in the academic year 2016-2017.)
The Academy Trust/Governing Body works very closely with the Principal and Senior Leadership Team to ensure the very highest quality of teaching and learning throughout the Academy. They have strategic oversight of the Academy’s development and act as a critical friend to the Academy’s work. They also ensure the Academy is meeting its statutory obligations.
The members of the Academy Trust/Governing Body are:
|Mr Malcolm Dobell, Chair||Academy Trust Member and Director|
|Mr Nick Dredge||Academy Trust Member and Director|
|Mr Tony Nelson (Principal)||Accounting Officer and Ex-Officio Director|
|Mr Ian Clarkson||Academy Trust Member and Director|
|Mrs Sarah Harris||Parent Director|
|Mrs Rebecca Howell||Parent Director|
|Mr Ian Mason||Parent Director|
|Mr Daniel Yates||Parent Director|
|Mr Nic Hatto||Board Director|
|Clerk to the Board of Directors||Ms Julie Brasier, c/o The Hazeley Academy|
A list of the committees and members can be found here. Please note that the recently elected Parent Directors will be assigned to committees at the next meeting.
|Mr Ian Clarkson||Director of Brightfield Consulting|
|Governor at The Thomas Deacon Academy|
A CLG has no shareholders but instead has Members, whose role it is to receive the account at an Annual General meeting and to approve the appointment of auditors. Members also appoint (and have the power to remove) the majority of Directors and thus have a role in the strategic direction of the Academy.
The current members are:
|Mr Tony Nelson||Mr Malcolm Dobell|
|Mr Nick Dredge||Mr Ian Clarkson|
To contact the Board of Directors, please email email@example.com or ring Mrs Gough on 01908 555620 and she will pass on your message.