Governance Structure

CELT is unswerving in its belief in strong governance. Strong governance is essential in order to keep our schools safe and to guarantee the best outcomes for all our children. As a Trust, we are committed to ongoing improvement.

The Trust’s Governance structure is made up of three parts – Members, Trustees and Governors all of whom have separate roles and responsibilities but together ensure the effective oversight, vision and workings of the Trust.
Like all aspects of governance, the Trust Board is made up of volunteers, mainly people who have been school governors in the past but also including people with specific business or educational skills. They set the strategic direction for the Trust, hold the Trust to account for its outcomes for pupils and oversee the work of the Executive Officers.

Each school has a Local Governing Body (LGB) who have delegated responsibility for standards and outcomes in that school, its safeguarding and its relationships with external stakeholders, especially parents and their local community. The Chairs of LGBs are held to account by the Board for outcomes in those areas.

The Trust Board is held to account by the Regional Schools Commissioner in the South West, by the Education & Skills Funding Agency and by a group of people known as Members. Members exist in charitable organisations to play the role of shareholders in a publicly limited company.
The Members guard the values and ethos of the Trust and monitor the activities of the Trust to ensure that it is providing best value for parents, children and the wider community. Members appoint the majority of the Board Directors (‘Trustees’) and so can influence the makeup of the Board if they have misgivings over its direction.

Overview of how the Trust is governed

There are three tiers of governance for the Trust. The top two tiers – Members and the Board of Directors – are required by the Articles of Association. The third tier – Local Governing Bodies (LGBs) – are optional but the Board sees local governors as having an important role and each Trust school has their own LGB. It means that each school has its own unique identity, whilst following the ethos of Cornwall Education Learning Trust.

  • Members – appoint the majority of Directors; guard the values and ethos of the Trust; and monitor the activities of the Trust to ensure it is providing best value for parents, children and the wider community.
  • Trustees – set the strategic direction for the Trust; hold the Trust to account for its outcomes for pupils; and oversee the work of the Executive Officers.
  • Governors – have a delegated responsibility for standards and outcomes in their school; its safeguarding; and its relationships with external stakeholders, especially parents and their local community.

To ensure clarity over who is responsible for what – for example between governance and Executive Officers and between the Board and LGBs – a Scheme of Delegation has been drawn up together with various Terms of Reference.

Structure and Meetings

  • Members meet at least twice a year and the spring term meeting includes the Trust’s AGM.
  • The Board of Trustees meets at least six times a year.
  • The Board has four standing committees – Audit & Finance; Staffing & Remuneration; Quality Assurance; Estates, IT  & Climate Emergency
  • Local Governing Bodies meet six times a year. The Chairs from each LGB meet together at least once a term.

Whistleblowing

Whistleblowing Director is Ashley Mann.
Principles for Members, Trustees and Governors, we abide by the Nolan Principles of Public Office which are:

  1. Selflessness: Holders of public office should act solely in terms of the public interest.
  2. Integrity: Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.
  3. Objectivity: Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
  4. Accountability: Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.
  5. Openness: Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing.
  6. Honesty: Holders of public office should be truthful.
  7. Leadership: Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.

Role of the CELT Board

  • Set the strategic direction of the Trust
  • Ensure there is a continuous drive to improve standards in every school
  • Maintain a level of financial probity and effectiveness
  • Quality assure governance at a local level
  • Assess, consider and reduce risks to the Trust and to the children and staff within the Trust
  • Delegate powers to Local Governing Bodies

Role of Local Governing Bodies

  • Act within the agreed Scheme of Delegated Governance Functions
  • Set targets for the school and monitor progress towards those targets
  • Take responsibility for standards, safeguarding and safety on the school site

Strategic Intent

  1. Every school is on a journey of continuous improvement – measured by overall attainment and progress, pupil/parent satisfaction, Ofsted grade and Trust-wide monitoring.
  2. To make CELT the employer of choice
  3. To consider Trust-wide opportunities in order to maximise potential economies of scale.
  4. Every academy to receive cost effective and high impact support in finance, HR, IT and premises.
  5. All CELT staff to be highly effective in their roles through training and support.
  6. Governance is insightful, appropriately challenging and strategic at all levels.
  7. Leadership development and succession planning is embedded in the system and at all levels.
Governance Structure