Annual Governance Statement

Annual Governance Statement

Barrow Hall Primary School

1 The Board of Governors
Governor Type of Governor
Mrs Gillian Lawson LA Governor
Mr John Littler Headteacher
Parent Governor
Mr Malcolm McIntosh Parent Governor
Mrs Jan Shaw Staff Governor
Mr Chris Forrest (Chair) Co-opted Governor
Mr Aswad Qadeer Co-opted Governor
Mrs Lesley Snow Co-opted Governor
Mr Mike Clews (Vice Chair) Co-opted Governor
Mr Stephen Devers Co-opted Governor
Mr Gareth Fryar Co-opted Governor
Ms Catherine Brocklehurst Co-opted Governor
Mrs Julie Lawson Co-opted Governor
Miss Claire Reece Co-opted Governor
Mrs Kathryn Shaw Co-opted Governor
Mrs Jane Dilorenzo Associate Member

2 Clerk to Governors
Maria Warburton
Governor & Advisory Support
Families & Wellbeing Directorate

Warrington Borough Council
New Town House
Buttermarket Street
Warrington
WA1 2NH
Tel: 01925 443123

3 Commitees
Resources Committee New Build Project Group
Mr J Littler
Mrs J Dilorenzo
Mr A Qadeer
Mr M McIntosh
Mr C Forrest
Mr M Clews
Mr S Devers
Miss C Reece Membership to be confirmed at next Board meeting

Standards Committee
Mr J Littler
Mrs J Dilorenzo
Mrs G Lawson
Miss K Shaw
Mrs L Snow
Mrs J Lawson
Mr G Fryar
Mrs C Brocklehurst

Appeals & Hearings Committees Pupil Discipline Committee
Any Governor subject to availability and impartiality Any Governor subject to availability and impartiality
Headteachers Performance Management Committee
Mrs J Lawson
Mrs K Shaw
Mr C Forrest
Mrs C Brocklehurst – Review Officer
External Advisor – Mr D Barnes
Remits for the Committees are available on request from the School and are included in our Governors Manual.

4 Governor Profiles
Profiles of the Governors are shown on the school website www.barrowhallprimaryschool.co.uk

5 Chairs Statement
The past year has seen the governors focused on helping to improve the quality of teaching & learning across the school, embedding a new professionalism across the school and creating some stability after a lengthy period of change.
For the coming year, as well as working on the priorities set out in the School Improvement Plan, we will be building on the strengths identified in the recent Ofsted Inspection, preparing for a new school building and working with a range of other schools to collectively improve the quality of education for our children.

6 Calendar of Meetings
Meeting Date
Steering & Standards Committee Monday 22nd September – 5.00pm
Curriculum Committee Thursday 25th September – 6.00pm
Full Governing Body Meeting Tuesday 14th October – 6.00pm
Half term
Resources Committee Thursday 6th November – 5.30pm
Standards Committee Tuesday 11th November – 5.30pm
Spring Term
Standards Committee Tuesday 20th January – 5.30pm
Full Governing Body Meeting Tuesday 3rd March – 6.00pm
Half Term
Resources Committee Tuesday 10th March – 5.30pm
Standards Committee Thursday 26th March – 5.30pm
Summer Term
Standards Committee Tuesday 5th May – 5.30pm
Full Governing Body Meeting Thursday 14th May – 6.00pm
Half Term
Resources Committee Tuesday 23rd June – 5.30pm
Standards Committee Tuesday 14th July – 5.30pm

7 Code of Conduct and Expectations
This code sets out the expectations on and commitment required from governors in order for the Board of Governors to properly carry out its work within the school and the community. It can be amended to include specific reference to the aims and ethos of the particular school.
The purpose of the Board of Governors
The Board of Governors is the school’s accountable body. It is responsible for the conduct of the school and for promoting high standards. The Board of Governors aims to ensure that children are attending a successful school which provides them with a good education and supports their well-being. Over the past decade the responsibilities of governing bodies have grown; and the ‘Every Child Matters’ agenda has meant that schools are now accountable for children’s health and well-being in the community and for a wide range of extended services provision out of school hours.

The Board of Governors:
Sets the strategic direction of the school by:
• Setting the values, aims and objectives for the school
• Agreeing the policy framework for achieving those aims and objectives
• Setting statutory targets
• Agreeing the school improvement strategy which includes approving the budget and agreeing the staffing structure
Challenges and supports the school by monitoring, reviewing and evaluating:
• The implementation and effectiveness of the policy framework
• Progress towards targets
• The implementation and effectiveness of the school improvement strategy
• The budget and the staffing structure

Ensures accountability by:
• signing off the Self Evaluation Form
• responding to School Improvement Partner and Ofsted reports when necessary
• holding the headteacher to account for the performance of the school
• ensuring parents and pupils are involved, consulted and informed as appropriate
• making available information to the community

Appoints and performance manages the headteacher who will deliver the aims (through the day to day management of the school, implementation of the agreed policy framework and school improvement strategy, and delivery of the curriculum) and report appropriately to the Board of Governors.

For governing bodies to carry out their role effectively, governors must be:
• Prepared and equipped to take their responsibilities seriously;
• Acknowledged as the accountable body by the lead professionals;
• Supported by the appropriate authorities in that task; and
• Willing and able to monitor and review their own performance.

The role of a governor
In law the Board of Governors is a corporate body, which means:
• no governor can act on her/his own without proper authority from the full Board of Governors;
• all governors carry equal responsibility for decisions made, and
• although appointed through different routes (i.e. parents, staff, Local Authority Community, Foundation), the overriding concern of all governors has to be the welfare of the school as a whole.

General
• We understand the purpose of the Board of Governors and the role of the headteacher as set out above
• We are aware of and accept the Nolan seven principles of public life: see appendix
• We accept that we have no legal authority to act individually, except when the Board of Governors has given us delegated authority to do so, and therefore we will only speak on behalf of the Board of Governors when we have been specifically authorised to do so.
• 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 government and will act appropriately.
• We accept collective responsibility for all decisions made by the Board of Governors or its delegated agents. This means that we will not speak against majority decisions outside the Board of Governors meeting.
• 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 school. Our actions within the school and the local community will reflect this.
• In making or responding to criticism or complaints affecting the school we will follow the procedures established by the Board of Governors.

Commitment
• We acknowledge that accepting office as a governor involves the commitment of significant amounts of time and energy.
• We will each involve ourselves actively in the work of the Board of Governors, 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 in full why we are unable to.
• We will get to know the school well and respond to opportunities to involve ourselves in school activities.
• Our visits to school will be arranged in advance with the staff and undertaken within the framework established by the Board of Governors and agreed with the headteacher.
• We will consider seriously our individual and collective needs for training and development, and will undertake relevant training
• We are committed to actively supporting and challenging the headteacher.

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 governors.
• 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 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 headteacher, staff and parents, the local authority and other relevant agencies and the community.

Confidentiality
• We will observe complete confidentiality when matters are deemed confidential or where they concern specific members of staff or pupils, both inside or outside school
• We will exercise the greatest prudence at all times when discussions regarding school business arise outside a Board of Governors meeting.
• We will not reveal the details of any Board of Governors vote.
Conflicts of interest
• We will record any pecuniary or other business interest that we have in connection with the Board of Governors’s business in the Register of Business Interests.
• We will declare any pecuniary interest – or a personal interest which could be perceived as a conflict of interest – in a matter under discussion at a meeting and offer to leave the meeting for the appropriate length of time.

Breach of this code of practice
• If we believe this code has been breached, we will raise this issue with the Chair and the Chair will investigate; the Board of Governors should only use suspension as a last resort after seeking to resolve any difficulties or disputes in more constructive ways;
• We understand that any allegation of a material breach of this code of practice by any governor shall be raised at a meeting of the Board of Governors, and, if agreed to be substantiated by a majority of governors, shall be minuted and can lead to consideration of suspension from the Board of Governors.
• We are aware of the provisions of regulation 15(1) of the School Governance (Procedures) (England) Regulations 2003, as amended, which pertain to the grounds for suspension as a school governor and of Schedule 6 to the School Governance (Constitution) (England) Regulations 2007 relating to the disqualifications from the role of school governor and of Schedule 4 to the School Governance (Constitution) (England) Regulations 2012 relating to the disqualifications from the role of school governor (held as a separate document)

The Board of Governors of Barrow Hall Community Primary School _____________________________________________________

adopted this code of practice on 14th October 2014

Governors will sign the Code at the first Board of Governors meeting of each school year.

Undertaking:
As a member of the Board of Governors I will always have the well-being of the children and the reputation of the school at heart; I will do all I can to be an ambassador for the school, publicly supporting its aims, values and ethos; I will never say or do anything publicly that would embarrass the school, the Board of Governors, the Headteacher or staff.

Signed ………………………………….. Printed name ………………………….

Date: …………………………………….

Appendix: 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.