Martin High School has academy status, and is a member of Lionheart Academies Trust. Governors form a Local Governing Body within the Trust organisation, with some delegated responsibilities to complement the top level responsibilities held by the Lionheart Trust Board.

Contact the governing body via the Chair of Governors, Pam Whitehead on

The Governors make many of the key decisions about the development of the school. The governing body is made up of a group of enthusiastic parents, community members, Local Education Authority appointees and school staff. These are both specialists and non-specialists who bring widely different views of the purpose of the school and how it should function. Through this melting pot, together with information gained from staff and parents, key decisions are made.

Our governors are connected with the school through visits and governor meetings. They are determined to do their bit to support the pupils. They take advice and make their decisions accordingly.

Governors also contribute to the ideas that underpin the development of the school. They tend to take a lead from the professional staff but sometimes as a part of the melting pot, they put forward alternative ideas based on their experience. Through this we grow.

Governors and particularly parent governors want to hear from parents about both the successes and the limitations of the school.


Martin High School Governors

Including terms of office

Parent Governors
(elected by parent vote)
Staff Governors (governors due to role within the college / Trust)

Community Governors

(appointed by the

Governing Body)

Lionheart Directors

(appointed by the

Lionheart Academies Trust)

Sarah Hughes
November 2017 - 2021
Laura Sanchez
Executive Headteacher
Pam Whitehead
Retired from Local
October 2015 - 2019
Chris Swan
Community Worker
October 2018 - 2022
Paul Wicken
Associate Principal
David Donoghue
Business Manager
June 2017 - 2021


Staff Governors 
(elected by staff vote)
Gareth Davies
Human Resources
October 2015 - 2019


George Davidson
September 2015 - 2019
Stuart Cunningham
Programme Manager
October 2017 - 2021


Shaun Dickinson
September 2015 - 2019
Lisa March
January 2019 - 2023



Previous Governors 2017 -2018

Parent Governors
(elected by parent vote)
Staff Governors (governors due to role within the college / Trust)
Community Governors
(appointed by the
Governing Body)
Lionheart Directors
(appointed by the
Lionheart Academies Trust)
Nicola Baker
National Health Service
December 2017 - 2021 
Helen Exon
August 2014 – June 2018
Mike Fawcett
January 2017 – June 2018
Peter Clay
January 2018 - 2022


Key Responsibilities

Key Responsibilities
Additional Responsibilities
Pupil Premium
Training & Development Governor
Gareth Davies
Pay Committee
Vice Chair
Governor Training
Sarah Hughes
Parent Voice
Science, PE, Creative Arts
White British Males
Primary Links
Student Voice
Maths, Science, IT & Technology,
Vocational Studies
Post 16
Paul Wicken
Associate Principal
Executive Principal
Chris Swan
Lisa March



Trust Organisation

The Trust Governance & Accountability Structure

The Trust currently consists of 8 schools:

Highcliffe and Riverside have a Head of School each, and also an Executive Headteacher, Chelsea Norman, who has responsibility for standards across both schools.

The Trust Board meets regularly to monitor attainment and progress, to ensure financial probity, to plan strategically for the group, and to hold the CEO and Operations Team to account.

The Trust Leadership team is made up of all senior leaders, operations directors and the QLT team and meets weekly to ensure the best possible outcomes for all of the schools within the Trust.


Scheme of Delegation

The Trust operates under a Scheme of Delegation agreed by the Trust Board.

Trust Governance across all layers

Trust Board
Vision and ethos  |  Strategic direction  |  Risks and Opportunities   |  Overall responsibility
Hub Governing Bodies (HGB)
Finance  |  HR  |  Estates  |  IT  |  Education  |  Marketing & Business  |  Complaints & Hearings
North Hub
South & Central Hub
Cedars Academy: 11-19
Hallam Fields Primary: 4-11
Highcliffe Primary: 4-11
Martin High: 11-16
Riverside Primary: 4-11
(Humphrey Perkins to join 2019-20)
Beauchamp College: 11-19
Judgemeadow College: 11-16
Sir Jonathan North College 11-16
(Beauchamp City Sixth Form to join 2019-20 in pre-opening)
Local Governing Bodies (LGB)
Teaching & Learning  |  Pupil & Parent & Staff experience  |  Safeguarding |  Business & Community links


Trust Board

The Trust Board has overall responsibility for all governance in the trust and carries the final accountability for this. The focus of the Board is on the big picture, working with the trust Executive Team to set the overall vision for the trust, lead strategically and identify and respond to risks and opportunities.


Hub Governing Bodies

The schools are grouped into geographical governance hubs, which hold the schools to account and take a strategic lead on the back room services, which support the schools within their cluster. They also consider the marketing strategies of the group of schools and plan for developing effective partnerships with local businesses. They take a lead on complaints and hearings, with governors and trustees from across all 3 layers supporting panel meetings as needed.


Local Governing Bodies

Each school has a Local Governing Body, which holds the school to account for the quality of teaching and learning, the experience of pupils, parents and staff, the processes to ensure safeguarding, and informal links with the local community and businesses. LGBs ensure that school leaders are mindful of the school’s context and work within the overall vision of Lionheart Academies Trust.



The Members of a trust are not involved in the practical running of the organisation and do not take part in governing body or Board meetings, except as occasional observers.

Their role is to ensure that the Board keeps its core priorities at the centre of its work – providing education for children and young people – and retains its stated ethos and values.

Members appoint some of the trustees and, in exceptional circumstances, can remove trustees who they have appointed.


Sponsored school: Humphrey Perkins

Where a sponsored school is in significant difficulty across all areas – teaching and learning, as well as operations – the school will not belong to a hub and the LGB will meet 5-6 times per year, with additional working groups as necessary to support the drive to improve operational aspects of the work.

Staff in the trust leadership (Chief Operations Officer, Director of Estates, etc.) will lead on strategic developments in these areas and will report to the LGB as well as directly to the Board. Discussions in the LGB and in working groups will influence the decisions that are taken at Board level.

The key focus for LGBs in this situation will always be teaching and learning, supporting the school and holding senior leaders to account as they drive up standards as rapidly as possible.

Once the school’s position is more stable, by 2019-20, the school will join the North Hub.


Local Governing Body: Roles and Responsibilities of LGB Governors

Key roles
  • 2 Parent Governors
  • 1 Staff governor
  • Head
  • Executive Head (where appropriate)
  • 5-8 community governors
LGB meetings
  • 4 meetings per year in line with data snapshots
  • No committees
  • Working parties as needed
Trust Finance meetings
3 per year, attended by Finance Governor, Head and business manager, CEO and COO (or their representative).
Staff Health & Safety meeting – attended by one governor in secondary schools.
  • British Values & SMSC
  • Business links & careers
  • Community Links
  • Education
  • Finance & grants - Sports Premium, Year 7 catch up
  • Parent Voice
  • Pupil Premium
  • Pupil Voice
  • Safeguarding
  • SEND & Looked After Children
  • Wellbeing – staff and pupils
  • EYFS (Primary)
  • 6th form (if relevant)
  • Senior leadership team
  • Where appropriate: Hub Lead, Hub Chair, CEO, trustees
Performance Management & Pay
  • Pay Committee – agree pay on recommendation from Head following moderation by trust leadership  – one autumn meeting
  • Performance management of Head by Hub Lead, LGB Chair and CEO/external advisor
Holding the school to account for standards:
Pupil, Parent & Community
Ambassadors & Vision
Receive reports on:
  • Development Plan updates
  • End of year results analysis
  • Data snapshots & KPIs including vulnerable groups, more able etc.
  • Information comparing school to national data
  • External quality assurance reports
  • Pupil Premium impact reports
  • Primary Sports Funding impact reports
  • Year 7 catch up funding impact reports
  • Attendance
  • Behaviour
  • Wellbeing support
First hand knowledge:
  • Learning walks linked to Development Plan priorities, mainly as part of trust reviews
  • Annual learning walk to audit safeguarding
  • Annual SEND learning walk
  • Governor links to key subjects
  • Meet with Ofsted to discuss governance in this school
Stakeholder voice:
  • Parent forums & PTAs
  • School Council
  • Community networking
Pupil experience:
  • Curriculum offer – consulted on significant changes
  • Enrichment – curriculum and before/after school and holidays
  • Support school in ensuring curriculum and pupil offer match the context of the school’s community
Parents as co-educators – hold school to account for:
  • Communication with parents
  • Parent workshops re. curriculum, esafety, etc.
  • Wellbeing support
  • Carry out Stage 3 complaints process (meeting with Chair or another governor)
  • Review risk register
  • Escalate concerns to Hub
Compliance – hold school to account for:
  • Safeguarding & Prevent
  • British Values
  • Equality
  • Health & safety – fire practice reports, near misses, RIDDOR, accidents, Health & Safety audit updates
  • Monitor exclusions, behaviour partnership arrangements, managed moves
  • Receive representations from parents in relation to exclusions of 5 days or more (Hub GB deals with 15 days in a term/permanent exclusions)
Local policies:
  • Agree local policies
  • Monitor implementation of trust/hub policies
  • Hold school to account for PR, marketing, pupil recruitment
  • Act as ambassadors for the school
  • Act as ambassadors for the Trust
  • Build positive relationship with PTA
  • Build networks with stakeholders and alumni to benefit the school and build a benevolent community
  • Build networks with businesses & useful community/education providers
  • Encourage school to engage in appropriate fundraising activities and enterprise
Vision & ethos:
  • Ensure the vision for the school matches the community context, within the wider Trust vision
  • Holding the school to account for a positive, aspirational ethos


Trust Board: Roles and Responsibilities of Trustees

Key roles
  • Trustees appointed by Members based on skills
  • Primary representative (appointed based on skills)
  • Secondary representative (appointed based on skills)
  • Additional co-opted trustees as necessary to ensure robust skill set, appointed by trustees
  • Full meetings – at least 4 x per year with teaching & learning / standards focus
  • Full meetings – at least 3 x per year as Finance & Risk Committee – attended by all trustees, plus one Audit meeting per year
  • Risk Committee – one per term
  • Remuneration & Pay Committee – agreeing pay for Executive Team and Heads of School / Executive Heads. At least 1x per year.
  • Vision/Strategy meeting – annual vision and strategy workshop
  • Business, Community & Marketing
  • Education
  • Estates
  • Finance
  • HR
  • IT
  • Pupil Premium
  • Risk & Compliance
  • Safeguarding
  • COO
  • Deputy CEO
  • Director of Teaching Resource
  • Director Estates
  • Additional Exec Team / senior leaders by invitation
Vision, Policy, Risk
Education & standards
Estates, IT, H&S
  • Agree trust vision and strategy including growth strategy
  • Ensure vision and ethos are effectively shared with staff, parents, pupils, community, business
  • Agree partnerships, memorandums of understanding etc.
  • Receive stakeholder voice and factor this into trust decision making
  • Hold the trust to account for PR, marketing, business links, community links
  • Agree governance model for the trust and review regularly to ensure effectiveness.


  • Agree Trust-wide policies, hold CEO / COO to account for implementation
  • Agree Admissions Policies for each school
  • Agree Scheme of Delegation
Hold trust to account for standards using:
  • Data snapshots highlighting red flags and causes for celebration
  • Data snapshots of groups (PP, EAL, LAC, disadvantaged, more able etc) highlighting red flags and causes for celebration
  • KPIs of barriers to learning (safeguarding issues, behaviour, attendance, etc.) highlighting red flags and causes for celebration
  • Agree consolidated budget
  • Agree core charge and services provided within the charge
  • Agree major extraordinary spends as outlined in the Finance Policy
  • Agree major shared procurements and leases as outlined in the Finance Policy, ensuring best value
  • Monitor the asset registers and inventories through updates from Hub Governing Bodies
  • Review trust risk register
  • Monitor effectiveness of risk register processes across the schools and hubs
  • Receive red flag reports from schools and hubs
  • Agree 3-5 year Estates plans
  • Agree major works as outlined in Finance Policy
  • Agree 3-5 year IT plans
  • Agree major contracts and leases as outlined in the Finance Policy
Health & Safety
  • Top-level monitoring of  health and safety compliance, lessons learned etc.
  • Agree major restructuring and redundancies following approval by CEO
  • Monitor effectiveness of performance management processes across the trust
  • Performance Management of the CEO and COO by Chair, at least one other trustee and external advisor.
  • Agree changes to trust-wide HR policy, ensuring consultation as appropriate
  • Join Hub HR panels – appeal, grievance, disciplinary, etc. where necessary


Hub Governing Body – one per cluster of schools – Roles and Responsibilities of Hub Governors

Key roles
  • Governors from Local Governing Bodies of Hub schools, appointed based on skills
  • 1 trustee
  • Co-opted governors bringing specific skills as needed
  • Full meetings 3 per year & additional where necessary
  • Education
  • Estates and IT
  • Finance
  • Health & Safety
  • HR
  • Marketing
  • Risk
  • Safeguarding & Prevent
  • CEO, Deputy CEO, Director of Teaching Resource
  • COO
  • Senior leaders from schools, as invited by CEO
  • Director of Estates
  • Directors IT, HR & Business managers as invited by COO
  • Monitor and contribute to the marketing strategy for the Hub
Vision, Policy, Risk
Education & standards
Finance & Risk
Estates & IT
  • Interpret the trust vision for the hub context
  • Agree shared staffing
  • Agree shared educational / curriculum developments, PR, enrichment activities, etc.
  • Network as a hub with other trusts, businesses, community organisations, the LA, teaching schools etc.
  • Review effectiveness of governance annually.
  • Take account of stakeholder voice and the concerns and aspirations of Hub schools
  • Agree policies specific to Hub
  • Receive risk reports from Hub schools, identify collective risks, red flag key risks to the Board
  • Monitor exclusions, behaviour partnership arrangements, managed moves
  • Oversee exclusion panels, drawing on expertise from LGBs and trustees as necessary
  • Agree strategic development of curriculum across Hub schools, in line with whole trust strategy
  • Monitor data red flags
  • Monitor KPIs attendance, exclusions, SEND changes etc. across the group which red flag issues
  • Overseeing and running complaints at Panel stage
  • Agree budgets of Hub schools on recommendation of Hub Lead, CEO and COO
  • Monitor budgets
  • Agree grant applications and spending within Finance Policy limits
  • Sign off best value where cheapest quote is not used
  • Agree major shared procurements where these are not covered at trust level
  • Monitor that insurance is in place across the Hub schools
  • Monitor cashflow
  • Monitor the asset registers and inventories
  • Monitor audit action plans
  • Recommend to Board 3 year estates plans for Hub schools, as recommended by Director Estates
  • Agree medium sized works as outlined in Finance Policy and 3 year plan
  • Monitor progress against health and safety audits
  • Recommend to Board 3-5 year plans for Hub schools
  • Agree medium sized contracts and leases as outlined in the Finance Policy and 3 year plan.
  • Agree medium staff restructuring and redundancies following approval by CEO
  • Monitor effectiveness of performance management processes in Hub schools
  • Oversee Hub HR panels – appeal, grievance, disciplinary, drawing on governors from school and trustees as necessary