Aim 3 - Governance .............................................................................................................................................. 16

Our Governance and Compliance team has undergone staffing changes 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

3.4 Ensure executive reports are fit for purpose

Our reports to the Board have been through continuous improvement for a number of years but more so within the last 12 months.

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.

LGBs now have a standing item on each agenda to ask Board Directors questions and they receive a response in writing. They also have a link Director which they did not have previously.

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

3.5 Recruit people to governance roles who meet our skills needs and ensure their continuous development

3.6 Ensure that roles and responsibilities of those involved in governance are clear to all

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

Aim 4 Finance

The past 12-18 months have demanded that we manage the Trust’s finances in a very different way.

The focus was not as much on educational resources and delivery as it might normally be, as social-conscience issues came to the fore during the pandemic. We have had to focus many of our resources, not just financial, on ensuring that the neediest students in our Trust are safe and cared for. We now move to look forwards to the impact that has made on our financial position and the plans we need to put in place to help the ongoing recovery effort.

4.3 Develop an effective system of regular financial management reporting between the Trust and individual schools

Remote working and a lack of face-to-face interaction between the Trust Finance Team and the schools whom they serve meant that the provision of precise and succinct financial information was more important than ever.

Our monthly management accounts process has been streamlined throughout the year to ensure it provides useful and meaningful comments and advice to Principals on a timely basis.

A number of ad hoc financial reports were prepared to facilitate important decision making around the provision of free school meals during the holidays (prior to the government announcing funding for this). Payments to our important casual staff who were not going to be able to work any hours and the financial impact that schemes such as mass testing and summer schools would have on school budgets had to be fully considered. 4.4 Review internal audit processed to ensure adequate assurance linked to risk management strategy

As reported in the Aim 3, our Trust risk register has been through a complete overhaul in the past 12 months. We have worked with our internal auditors to link our specific internal audit foci to the key risks identified on the risk register to ensure additional assurance is provided against those.

One of the most widely documented risks for the education sector recently is the risk of cyber-attack. Schools were written to by the Department for Education asking for a report on the measures taken to ensure protection against this issue. As a Trust, we had already commissioned a specific internal audit visit on this matter. The visit gave the Trust a ‘adequate assurance’ opinion but yielded a number of useful housekeeping recommendations which have since been implemented.

4.7 Ensure long term financial plans are in place and reviewed regularly and fit with the long-term strategic aims of the Trust

Alongside the financial challenges faced by the pandemic, two of our primary schools continue to face ongoing financial challenges caused by lower than PAN student numbers. We have carried out a very detailed four-year budgeting process for all schools in the Trust but with a particular focus on these two schools, looking at the staffing structures in place to ensure that they reflect both the needs of the schools and the realistic financial landscape in order to ensure long term financial viability.