Governance Arrangements 25/26
The Bath & Wells Diocesan Academies Trust (BWMAT) is a charitable company that operates multiple academies as one legal entity. In a Trust, the purpose of governance is to enable:
- strategic leadership;
- accountability and assurance; and
- strategic engagement
BWMAT’s model of governance allows for strategic board decision making, focused and effective executive leadership, and local engagement and input from stakeholders.
Within BWMAT, there are the following tiers of governance:
Members: The role of Members is to hold the Trustees to account, assure themselves that the governance of the trust is effective and that trustees are acting in accordance with the trust’s charitable object(s). Members are not involved in the day-to-day business of the trust. However, Members have key powers, including the appointment and removal of trustees and amending the memorandum and articles of association. Members act as guardians of the Trust’s charitable objects.
Board of Trustees: The board of trustees is the legally responsible and accountable body for every school in BWMAT. The board holds legal liability for areas that would normally be the responsibility of a governing body in a maintained school, such as the single central register and policies, with support from the central team. While the board may delegate many of its functions (for example to the executive team or a committee), the Board remains accountable for these functions.
The Board of Trustees is made up of 7 Foundation Trustees and 5 Non-Foundation Trustees. It meets at least six times per year and its work is supported by a committee structure.
In 25/26 the Chair of the Board is Beverley Hobbs and the Vice Chair is Andy Donnell
Committees of the Board of Trustees: The Articles of Association allow the Board of Trustees to form any committees which they deem as being helpful in supporting the discharge of their duties. BWMAT has constituted the following committees:
Audit & Scrutiny Committee: Responsible for monitoring and reviewing governance, compliance, risk management and internal controls. This is a committee that BWMAT is required to have because of the size of the Trust’s annual turnover.
In 25/26 the Chair of the Audit & Scrutiny Committee is Claire Hudson
Finance Committee: Responsible for financial strategy, resource allocation, capital strategy, use of reserves, financial information management and financial governance.
In 25/26 the Chair of the Finance Committee is Andy Donnell
Professional Growth Committee: Responsible for ensuring that the Board’s decisons about levels of executive pay (including salary and any other benefits) follow a robust evidence-based process and are a reasonable and defensible reflection of the individual’s role and responsibilities. Model reflect’s the Trust’s Flourishing People programme of professional development.
In 25/26 the Chair of the Professional Growth Committee is Beverley Hobbs
Trust Local Committees (TLCs): Local governance is a key feature of the Trust’s governance framework. TLCs are responsible for localised challenge and support on standards, safeguarding, SEND and Stakeholder engagement – the 4S agenda. They also maintain strategic oversight in relation to financial management, health and safety and the school estate. As part of their work, the TLC ensures that Christian distinctiveness permeates all aspects of school life. They are advisory in nature and their responsibilities are delegated from the Board through the Trust’s Scheme of Delegation. The TLCs also provide local assurance for the board on the experiences of pupils, parents/carers, staff and the wider community.
Somes school have a joint TLC but most schools have their own and TLCs meet six times per year. Each TLC is supported by a Governance Professional.
The Board of Trustees can delegate some its responsibilities to other layers of the governance structure. This is done through the Scheme of Delegation. You can find out more about the Trust's Scheme of Delegation here (LINK).
You will find details of Trust Local Committee members on individual school websites.
Working Groups of the Board of Trustees: As well as the dedicated committees of the Board, the Board has also established some working groups to support its work.
Christian Distinctiveness Group: Christian Distinctiveness sits at the heart of the work of the Trust. The Trust’s outward-facing approach encourages partnership and shared flourishing across families and communities, while prioritising wellbeing so all can thrive fully. Together, these form the golden thread of the Trust’s strategy: an education that embraces every aspect of the human person. For the Trust’s church schools, this is an expression of our Christian foundation; for all schools, it is a shared responsibility that guides our culture, decisions, and daily practice, enabling every member of the trust to live, learn, experience, and serve with fullness of life.
The Christian Distinctiveness Group provide strategic oversight of the Trust’s work in ensuring Christian Distinctiveness sits at the heart of the Trust and permeates all aspects of Trust life.
Safeguarding Review Group: Safeguarding is key to ensuring the safety, health and well-being of all members of our Trust community. The Safeguarding Review Group provides strategic oversight and assurance that safeguarding and child protection arrangements across the Trust are robust, compliant with statutory requirements, and embedded in practice. The Board of Trustees has a designated Trustee who works closely with the Trust’s Designated Safeguarding Lead and keeps the Board informed about safeguarding across the Trust.