Code of Conduct

Details on our Code of ConductPolicy

CODE OF CONDUCT FOR THE BOARD OF DIRECTORS

 This code sets out the expectations and commitment required for all Trustees in order for the Board of Directors to properly carry out its work within the Trust and the community.

Establishing the strategic direction, by:

  • Setting the vision, values and objectives of the Academy
  • Agreeing the Academy school improvement strategy with priorities and targets
  • Meeting statutory duties

 

Ensuring accountability, by:

  • Appointing the CEO
  • Monitoring progress towards targets
  • Work as a Board to support the Academy Schools to engage with stakeholders
  • Contributing to self-evaluation

 

Ensuring financial probity, by:

  • Monitoring and safeguarding Academy financial sustainability
  • Ensure long-term financial plans support the Academy growth strategies, development and school improvement
  • Ensuring risks to the Academy are managed
  • Setting the Academy Trust budget

 

Roles & Responsibilities

  • We understand the purpose of the Board and the role of the CEO.
  • We accept that we have no legal authority to act individually, except when the Board has given us delegated authority to do so, and therefore we will only speak on behalf of the Board when we have been specifically authorised to do so.
  • We accept collective responsibility for all decisions made by the Board or its delegated agents. This means that we will not speak against majority decisions outside the Board meeting.
  • We have a duty to act fairly and without prejudice, and in so far as we have responsibility for staff, we will fulfil all that is expected of a good employer.
  • We will encourage open governance and will act appropriately.
  • We will consider carefully how our decisions may affect the community and other schools.
  • We will always be mindful of our responsibility to maintain and develop the ethos and reputation of our Trust. Our actions within the Trust and the local community will reflect this.
  • In making or responding to criticism or complaints affecting the Trust we will follow the established procedures.
  • We will actively support and challenge the CEO.

 

Commitment

  • We acknowledge that accepting office as a Director involves the commitment of significant amounts of time and energy.
  • We will each involve ourselves actively in the work of the Board, and accept our fair share of responsibilities, including service on committees or working groups.
  • We will make full efforts to attend all meetings and where we cannot attend explain in advance why we are unable to do so.
  • We will consider seriously our individual and collective needs for training and development, and will undertake relevant training.
  • We accept that in the interests of open government, our full names, date of appointment, terms of office, attendance records, relevant business and pecuniary interests, will be published on the Trust’s website.

 

Relationships

  • We will strive to work as a team in which constructive working relationships are actively promoted.
  • We will express views openly, courteously and respectfully in all our communications with other trustees.
  • We will support the chair in their role of ensuring appropriate conduct both at meetings and at all times.
  • We are prepared to answer queries from other trustees or governors in relation to delegated functions and take into account any concerns expressed, and we will acknowledge the time, effort and skills that have been committed to the delegated function by those involved.
  • We will seek to develop effective working relationships with the CEO, Leadership Teams, staff and parents, the local authority and other relevant agencies and the Board vote.

 

Confidentiality

  • We will observe complete confidentiality when matters are deemed confidential or where they concern specific members of staff or students, both inside and outside the schools.
  • We will exercise the greatest prudence at all times when discussions regarding MILL business arise outside a meeting.
  • We will not reveal the details of any Board vote.

 

Conflicts of Interest

  • We will record any pecuniary or other business interest (including those related to people we are connected with) that we have in connection with the MILL in the Register of Business Interests, and if any such conflicted matter arises in a meeting we will offer to leave the meeting for the appropriate length of time.
  • We will also declare any conflict of loyalty at the start of any meeting should the situation arise.
  • We will act in the best interests of the MILL as a whole and not as a representative of any group or individual school.

 

  • If we believe this code has been breached, we will raise the issue with the chair and the chair will investigate; the Directors will only use suspension/removal as a last resort after seeking to resolve any difficulties or disputes in more constructive ways.
  • Should it be the chair that we believe has breached this code, another trustee, such as the vice- chair will investigate.

 

All trustees should act solely in terms of the public interest. They should not do so in order to gain financial or other benefits for themselves, their family or their friends. Trustees should endeavour to adhere to the seven principles of public life.

 

The Seven Principles of Public Life

(Originally published by the Nolan Committee: The Committee on Standards in Public Life was established by the then Prime Minister in October 1994, under the Chairmanship of Lord Nolan, to consider standards of conduct in various areas of public life, and to make recommendations).

 

Selflessness – Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.

 

Integrity – Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.

 

Objectivity – In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

 

Accountability – Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

 

Openness – Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

 

Honesty – Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

 

Leadership – Holders of public office should promote and support these principles by leadership and example.

 

 

 

 

Adopted by the Board of Directors January 2016

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