school improvement recommendations, to desired and and enable MAT growth be implemented reasonable TB review and Review/consultation undertaken by December December 9th implementation 1st 2016 (with HR Recommendations implemented for January committees as 2017 Review of senior posts appropriate) and remuneration (using external consultant) CEO For September 1st start Central Executive role HR appointed – By HRop.man. By end of september HR functions centralised in terms of approaches to enable experise sharing, CEO aligment of approach, capacity and Central Executive - HR November/December HR committee succession planning SoD to ensure Operations Manager 2016 – operation is at school level (Governance appointed review to establish level of delegation) HR Operations team established CEO Implementation of Central executive role data and ICT revised structure for – appointed January 1st 2017 or Trust-wide team approach to enable expertise as soon a possible thereafter sharing, capacity and succession planning Consultation on restructure of data and ICT teams across the pyramid Central Executive post to be extablished to lead wide team – advertised and appointed (subject to consultation) SP2.2 governance External review of Led by Chair of by Trust Board Review report received review (see SP4) governance Trust/CEO Away Day October Trust board agreement on consultation or commissioned and and action plan, as defined by the conducted Board following the external review CEO led with October Trust Board Away Day Consultation takes place as defined by board NGA to consider the (likely to include full revision of governance consultant recommendations and structure and SoD/ToR) determine a way Governance action plan in January 2017+ forward (general Recruitment routine to skills gaps at all agreement that a governance levels November restructure will be CEO led, with required following TB / LAGB
school improvement and enable MAT growth recommendations, to be implemented Review of senior posts and remuneration (using external consultant) Central Executive - HR Operations Manager appointed HR Operations team established Consultation on restructure of data and ICT teams across the pyramid Central Executive post to be extablished to lead wide team – advertised and appointed (subject to consultation) TB review and implementation (with HR committees as appropriate) CEO By HRop.man. CEO HR committee CEO desired and reasonable December 9th For September 1st start By end of september November/December 2016 Implementation of revised structure for January 1st 2017 or as soon a possible thereafter Review/consultation undertaken by December 1st 2016 Recommendations implemented for January 2017 Central Executive role – HR appointed HR functions centralised in terms of approaches to enable experise sharing, aligment of approach, capacity and succession planning – SoD to ensure operation is at school level (Governance review to establish level of delegation) Central executive role – data and ICT appointed Trust-wide team approach to enable expertise sharing, capacity and succession planning SP2.2 governance review (see SP4) External review of governance commissioned and conducted Trust Board Away Day to consider the recommendations and determine a way forward (general agreement that a restructure will be required following Led by Chair of Trust/CEO CEO led with NGA consultant CEO led, with TB / LAGB by Trust Board Away Day October October November Review report received Trust board agreement on consultation or and action plan, as defined by the Board following the external review Consultation takes place as defined by board (likely to include full revision of governance structure and SoD/ToR) Governance action plan in January 2017+ Recruitment routine to skills gaps at all governance levels
RRSAATstrategicdevelopmentandinvestmentplan2016.docx