Non-Executive Director x 2

About the trust

Ethos Multi Academy Trust was officially launched in September 2018 with three existing Pupil Referral Units (PRUs) all based within Kirklees. The three units have a strong and longstanding track record of providing high-quality support to children and schools across both primary and secondary sectors.


Within the trust, support is personalised to the individual need of the child and can take many forms, ranging from in-school training - focused on building the capacity of schools or academies to effectively meet the needs of children - through to full-time assessment placements for children in order to identify and address complex SEMH needs. The majority of pupils return successfully to mainstream schools following their support or placement.


The three PRUs within Ethos Multi Academy Trust work closely with Kirklees Local Authority and also deliver education to pupils who are unable to attend school for medical reasons. This involves partnership approaches with mainstream schools and the delivery of personalised packages of education in a variety of settings including pupils' homes, hospitals, libraries and other community centres.


The academies currently involved in the trust are:


  • Engage Aacdemy - KS1 and 2 PRU[1] (serving pupils up to the age of 11) - Ofsted Grade ‘Good’ (March 2018)
  • Westfields - KS3 PRU (serving pupils ages 11-14) - Ofsted Grade ‘Good’ (April 2017)
  • Ethos College - KS4 PRU open (serving pupils ages 14-16)- Ofsted Grade ‘Outstanding’ (February 2017)


Plans for the future

The key challenges for the board over the next 12-24 months are:


  1. Increase and enhance the continuum of SEMH support and provision by: i. Enhancing the quality of early intervention provision to enable mainstream schools to effectively support pupils with SEMH needs to thrive and succeed. ii. Increasing the breadth of high-quality alternative provision places.


  1. Strategically guide, support and challenge the team to develop a ‘mixed MAT’ comprising both specialist and mainstream settings. This is likely to involve building further capacity and developing commercial opportunities to develop the service to partner schools and academies.


  1. As the Trust grows and develops, the introduction and development of a strong People Strategy is essential from the perspective of attracting, developing and retaining staff making an exceptional contribution to the Trust.


Over the next five years the trust aspires to grow to a maximum of ten schools, containing a mixture of mainstream and special schools / alternative provisions within a 45 minute radius of Kirklees.


Trust ethos & values

Mission: Nurturing inclusive learning communities: Focussed on maximising the life chances of all children, Ethos Academy Trust embraces a forward-thinking and open-minded outlook, informed by a thorough understanding of the strengths and needs of our pupils, parents / carers, local schools and the wider community.

The trust has three key values, these are:


  • To inspire: developing creative and responsive learners, developing their motivation to become lifelong learners;
  • To believe: it seeks to raise aspirations and foster a positive mindset in all learners through the development of determination, resilience and flexibility;
  • To achieve: a relentless focus on academic attainment alongside personal, social and emotional development.


Role summary

Number of Positions Advertised: 2


Role 1 – Trustee/Non-Executive Director

Trustees – or non-executive directors - are both charity trustees and company directors of the academy trust. The core functions of their role are: ensuring clarity of vision, ethos and strategic direction; holding executive leaders to account for the educational and financial performance of a charitable company funded by the public purse.


The board of trustees manages the business of the academy trust and may exercise all the powers of the trust in compliance with its charitable objects, company and charity law.


Non-executive directors will be responsible for maintaining stability and the management of a dynamic structure. The role also includes contributing to financial planning for sustainability and potential growth, and holding the CEO/CFO to account.


In the interests of safeguarding, all trustee appointments would be subject to an enhanced disclosure and barring service check.


The competencies required for this role include:



  • Non-executive/ Trustee
  • Real estate/ Property



  • Audit
  • CEO/ General Management
  • CFO/ Finance
  • IT/ Technology
  • Legal/ Compliance


Person Specification

The trust seeks someone experienced in the senior strategic oversight of property and who is likely to have a background in managing premises and / or health and safety, but with a broader context of general management and oversight of a business at a senior level. A thorough understanding of health and safety legislation is desirable.

Role 2 – Trustee/Non-Executive Director


The competencies required for this role include:



  • Change Management
  •  HR
  • Succession Planning



  • CEO/ General Management
  • Growth Management
  • Non-executive/ Trustee
  • Restructuring

Person Specification

The trust seeks someone with significant senior experience in the field of Human Resources and be able to support and challenge the executive team as they further develop the strategies in relation to staff wellbeing, becoming an employer of choice and staff recruitment / retention.

Time Commitment

The trust board meets six times a year (once each half term) and meetings are generally held on Thursdays at 5pm and last for around 2 hours.  Some (but not all) trustees are invited to join one of the sub committees (Finance, Audit & Risk or Curriculum & Standards).  Those not on sub-committees can sometimes be asked to support other areas including ad hoc support, if available.  Induction will be tailored to individual needs.  Trustees are expected to be able to commit 4-6 hours per month (on average).


[1] PRU = Pupil Referral Unit

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