InMAT Information

‘ A change is brought about because ordinary people do extraordinary  things’

Barack Obama

The Board of Directors of the Trust have delegated certain functions to be locally managed which means that the Local Academy Committees have general responsibility for the effective management of the school.

Local Management allows individual needs to be met effectively. Through the school budget Governors are able to target resources and develop the nature and character of the school to meet the needs and wishes of parents, children and teachers.

Parent representatives on the Local Academy Committee are an important part of our school and home partnership. Not only are they directly aware of the results of school policy on our children and are easily accessible to parents, but they can bring a variety of skills needed in the present day governing of schools.

Competition makes us faster, Collaboration makes us better
FYREFLY


How we work with Schools

The Trust will bring together a family of primary schools working collaboratively – and with others - to ensure the highest educational standards. We will achieve this by using our breadth of experience and our collective best practice to build expertise, capacity and investment in our schools. We will foster continuous improvement in education across our local communities.

Our schools will share a climate of high expectation and high aspiration for each pupil. High levels of support, matched with appropriate challenge, will ensure that every pupil gets the very best from each school. Our clear and simply articulated ambition, and a relentless drive for improvement from school leaders, is key to the success of each school.

The Trust will engage with and encourage cooperative and supportive behaviours and practices amongst colleagues across the Trust.

The key principle underpinning our work is the notion that we all have something to learn from each other. All of our schools are considered to be equal in value and are expected to receive and give support in equal proportions commensurate with their capacity to do so at any given period of time. However, the Trust also recognises that schools will inevitably experience various levels of challenge during periods of transition or change.

During this time, specific intervention will be planned to tackle key development priorities for the school. This will include a support package of training, advice and intervention determined by the Head of the school in collaboration with the CEO of the Trust and The Director of Education; strengths within our schools will also be deployed to develop peer to peer for teaching and leadership. Support will be intensive until positive outcomes for pupils are restored. The Trust will seek support outside its existing provision if required.

Our Trust will actively promote collaborative activities and projects across our schools which engage staff and pupils and encompass all aspects of school life and the curriculum.

For full details of our Education Rationale and our School to School support model, please click here.


How we work with Local Academy Committees

Governance structure and lines of accountability

At the heart of Governance, is the ethical framework for leadership in education.   Decisions are made under the guidance of the The 7 Principles of Public Life (the Nolan Principles) of Selflessness, Integrity, Objectivity, Accountabilty, Openness, Honesty and Leadership.

The Board of Directors is responsible for the three core governance functions: 

  1. Ensuring Clarity of vision, ethos and strategic direction;
  2. Holding Leadership to account for the educational performance of the school and its pupils and the performance management of staff and;
  3. Overseeing the financial performance of the Trust and its academies and making sure its money is well spent.

The Board of Directors appoint the Chief Executive Officer (CEO), to whom it delegates responsibility for delivery of its vision and strategy, and will hold the CEO to account for the conduct and performance of the trust, including the performance of the academies within the trust, and for its financial management.

In turn, the CEO line manages the Headteachers, setting their targets and performance managing them. The Board meets every month to discuss strategic direction, academic standards, finance, safeguarding and well being.

A priority of InMAT is to have outstanding leadership and governance at all levels of the Trust.   We work closely with the Local Academy Committees who provide skilful support and challenge to school leaders.  We have implemented an approach to governance that has, as its core purpose, monitoring for impact.  The Local Academy Committees meet 6 times a year and every alternate meeting is focussed on monitoring and evaluation.  Each Local Academy Committee has two separate sub-committees, Resources and Teaching, Learning and Outcomes.

We are committed to training Local Academy Committees and Governance Professionals to ensure there is the capacity to move schools forward. 

For full details of roles and responsibilities, please click here and download the InMAT Scheme of Delegation.


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