Horizon Academy Trust
30 days ago
About the trust
All academies within the trust are supported to develop in their own unique ways, both serving and responding to the needs of their local communities. The trust has a common approach to school improvement and builds both strong relationships and a collaborative culture in order to improve learning and teaching for all students, so that whatever their background, every child can achieve and succeed.
Across its six schools, the trust serves around 3,000 pupils. It has 480 staff and a budget of £20 million. Three schools within the trust are rated ‘outstanding’, one is rated ‘good’, one ‘requires improvement’ and the trust has also taken on a school that was last judged as ‘inadequate’ by Ofsted but is already starting to show improvements. Three schools within the trust have high levels of deprivation, with the percentage of children eligible for free schools meals between 30-50%.
Number of positions advertised: up to 4
Roles 1 to 4 – Trustee/Non-Executive Director
Trustees – or non-executive directors - are both charity trustees and company directors of the academy trust. The core functions of their role are: ensuring clarity of vision, ethos and strategic direction; holding executive leaders to account for the educational and financial performance of a charitable company funded by the public purse.
The board of trustees manages the business of the academy trust and may exercise all the powers of the trust in compliance with its charitable objects, company and charity law.
Non-executive directors will be responsible for maintaining stability and the management of a dynamic structure. The role also includes contributing to financial planning for sustainability and potential growth and holding the CEO/CFO to account.
In the interests of safeguarding and in accordance with DfE requirements, all trustee appointments will be subject to an enhanced disclosure and barring service check.
Every trustee is expected to abide by the trust’s code of conduct and the seven principles of public life set out by Lord Nolan: selflessness, integrity, objectivity, accountability, openness, honesty and leadership.
The Competency Framework for Governance (DfE) 2017 details the knowledge, skills and behaviours required for effective governance: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/583733/Competency_framework_for_governance_.pdf
The strategic expertise required for this role includes:
Essential (due to multiple roles, candidates may be accepted who possess one or more of the skills below)
- CEO/General Management
- Corporate Governance
Role 1 IT/Technology: The Board does not currently have any technology expertise and it has recently restructured its IT support centrally, removing the variation in school-level contracts. The successful candidate is likely to have strategic oversight of IT/Technology within their company and provide challenge to the trust’s technical team and leadership team in terms of the trust’s overall strategy.
Role 2 CFO/Finance: The board wishes to sharpen its technical understanding and challenge around the use of finance. The successful candidate is likely to have specific skills related to the oversight of finance and have a strong track record of impact within their own career. (S)He will add to the board where all are encouraged to be curious and inquisitive and to act as a ‘critical friend’ to the trust. With regards to the growth of the trust, experience of managing the risks and challenges associated with growth in the private or charity sector, is desired.
Role 3 Legal Compliance: The trust seeks an experienced professional with skills in the legal/compliance field. The ideal candidate will have a legal qualification, will help scrutinize the various aspects of compliance and provide broader understanding on the board of information given by its legal advisers when necessary.
The suitable individual should have significant leadership experience and a proven track-record of strategic planning and/or oversight. They must be able to interpret data in all its forms and will have the ability to question and provide challenge.
Role 4 Chair/Corporate Governance: The trust seeks an individual with previous Chair experience. The ideal candidate is required to ‘see the bigger picture’ and guide the board in reviewing and setting clear objectives and outcomes that are monitored effectively and to this end will need to work closely with the newly appointed CEO to move the trust forward.
Experience and knowledge of corporate governance and expertise in the operations of board-level working are advantageous, along with a focus on sustainable growth and development of business support.
The trust meets 6 times per year (once each half term) and all matters are managed within the Trust Board without the use of sub-committees. In the past, meetings have tended to be on Thursdays and begin at 3p.m. but the Board are content to adjust the timing to suit new trustees if this is not possible owing to work commitments. Meetings tend to last around 2 hours. The trust buys into the local authority programme for governor/trustee training and thus training can be made available as required. The trust will facilitate its own induction for new trustees using the executive team and the chair. It is expected that trustees will need to devote 4 to 6 hours per month (on average) much of which will be reading papers to prepare for meetings and any follow-up.
Location of board meetings and trust website
Biggin Hill Primary School, Biggin Avenue, Bransholme, Hull, HU7 4RL