Our Governance and Compliance team has undergone staffing changes
a response in writing. They also have a link Director which they did not have previously.
over the course of this period and this has had a positive impact on the governance structure including our overall framework. 3.1 Ensure that a robust framework is in place that supports strategic leadership and direction We have a strong governance framework in place. Work has been undertaken to ensure that role and responsibilities are clearer at Board level with the revision of Committees, Terms of Reference and role descriptors. Having more robust documentation and clarity of roles ensures that the focus remains on strategic leadership and our direction of travel. Our governance cycle has also been reviewed and improved to ensure that workload is manageable for all involved.
3.2 Ensure the Board is well informed and respond to the views and needs of key stakeholders
The Risks and Priorities report was created following a suggestion from a Director and we think it is a good addition for a variety of reasons – it is timely, illustrative, accessible. This has been slightly amended over time to further improve it. We think the same of the Trust self-evaluation snapshot. We have plans to improve this further but the plan is for it to remain in its current format.
3.3 Ensure effective risk management Our Trust risk register has been through quite an overhaul in the last 12 months in order to measure our risks against our tolerances to inform the management of those risks. Our academy level registers utilise the same model and are subject to review at Trust level in order to inform the Board of significant issues at regular points and discussion at our finance audit and risk committee meetings.
Key foci within this Aim for 2021-22
3.4 E nsure executive reports are fit for purpose
3.5 Recruit people to governance roles who meet our skills needs and ensure their continuous development
Our reports to the Board have been through continuous improvement for a number of years but more so within the last 12 months.
3.6 Ensure that roles and responsibilities of those involved in governance are clear to all
Directors now have formal reports from each subcommittee which are drafted by our Governance and Compliance Officer from the minutes (to save the Chairs’ time); they are then provided to the relevant Chair for them to review and amend prior to circulation to the whole Board.
3.9 Ensure that all those involved in governance participate in regular selfreview in order to manage and develop the effectiveness of structures and processes in place
LGBs now have a standing item on each agenda to ask Board Directors questions and they receive
Annual Review 2021
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