Mr P Murphy – Chair of Governors/Co-opted Governor
Mrs S Ingram - Co-opted Governor
Mrs A Hathaway – Co opted Governor
Mrs K Callaghan – Co opted Governor
Mrs S Hill - Parent Governor
Mrs S Fogarty - Parent Governor
Mrs A Warden – Staff Governor
Annual Governance Statement
Rednal Hill Infant School Governing Body works to ensure that the children who attend the school are nurtured and cared for, and are given the best start in life.
They work to ensure that the school provides a high quality of education with excellent teaching and learning and a stimulating range of extra-curricular activities, thereby, ensuring that every child has the provision to achieve their full potential. By doing so, this prepares them for the next steps in their education, enabling them to contribute in a positive manner to life in the local community.
Part of the Governing Body's core strategic function is to hold the Headteacher to account for the educational performance of the school, its pupils and staff and to oversee the financial performance of the school, making sure its money is well spent. This will be achieved by rigorous monitoring of the School Development Plan, School Improvement Plan and pupil data.
Teachers will be provided with appropriate professional development and monitored to ensure that the teaching they deliver is of the highest standard. The Governing Body is itself responsible for ensuring that the training of its own individual members is regularly updated and that self-assessment appraisal and skills audits are completed on an annual basis.
- To set and monitor the Strategic Development and performance of the school.
- To maintain pupil numbers at the school.
- To ensure the school provides excellent teaching and learning opportunities by attracting and retaining well qualified and motivated staff.
- To use the Pupil Premium funding to its best possible effect to ensure increased access to additional resources for those who need it.
- To use the Sporting Grant to involve all children in fitness and fun sporting activities and for the training of staff in coaching where appropriate.
- To continue to give children the opportunity to develop themselves beyond the formal curriculum.
- To ensure effective financial management of the school.
- To ensure that the school continues to provide a safe and welcoming environment for pupils, staff and visitors alike.
- To ensure effective governance of the school.
- To provide for the spiritual, moral, social and cultural development (SMSC) of the children.
- That the School Self Evaluation Form (SEF) is updated regularly and to complete a shadow action plan.
- That the Schools Improvement Plan (SIP) is monitored regularly.
- The school's finances are monitored and that the school remains in budget.
- That data provided by the school, LA and DfE are monitored and actioned as necessary.
- The career development and training of the teachers is continual and relevant.
- Teaching is monitored to ensure the highest quality possible.
- The school remains a safe environment for the staff and children.
- Governors attend relevant training to continue their effectiveness.
The Governors are made up of 9 people from different parts of the school community which ensures a sufficient diversity of views and experience are represented:
- Parent Governors are selected by election from parents and carers from the school
- Staff Governors are selected by election from teaching and support staff paid to work at the school
- Local Authority Governors are appointed by the Local Authority and may be Councillors
- Co-opted Governors are appointed by the Governing Body with particular skills or experience
Each Governor’s term of office is four years. The Full Governing Body meets once a term; additionally there are two sub committees which also meet once a term:
* Curriculum & Standards
* Finance, Facilities & Personnel
Governors’ Responsibilities for Teaching and Learning include:
- Monitoring and reviewing information on School Performance to include Raise Online and Data Dashboard.
- Monitoring and reviewing school targets.
- Monitoring and reviewing in year progress for all year groups and all groups of pupils.
- Comparing school performance against national data.
- Reporting to parents according to statutory requirements.
- Monitoring achievement for all groups of pupils (inc. pupil premium).
- Monitoring pupils work and carry out pupil conversations.
- Monitoring school target setting systems and how this is reported to parents.
Teaching and Learning:
- Reviewing Raise Online/Data Dashboard, ensuring the school is meeting standards.
- Ensuring targeted support and action plans are in place for all teachers who are not at least good.
- Monitoring and reviewing quality of teaching across the school.
- Monitoring teaching for groups of pupils (inc. pupil premium).
- Monitoring intervention groups for all groups of pupils.
- Monitoring homework arrangements.
- Ensuring the school is meeting National Curriculum requirements and to review the Curriculum Policy Statement ensuring it meets pupil’s needs.
- Monitoring and reviewing the curriculum with a focus on basic skills.
- Monitoring skills coverage of curriculum in all subjects.
- Parental engagement.
- Reviewing and updating SEF (Self Evaluation Form).
- Monitoring and reviewing School Improvement Plan.
- Monitoring how school are developing pupil’s spiritual, cultural, social and moral awareness.
Governors’ Responsibilities for Staffing and Finance include:
- Producing and approving the annual budget and present it to the full Governing Body for ratification.
- Reviewing the actual expenditure and monitoring statements at least once a term.
- Receiving and Reviewing financial projections.
- Approving expenditure and virements of sums over £10,000; sums below that amount are delegated to the Head Teacher.
- Conforming to the Schools Financial Value Standards in Schools.
- Assessing the financial progress towards achieving the objectives in the School Improvement Plan.
- Reviewing of leases and contracts – including traded services.
- Ensuring Best Value principles apply.
- Reviewing the financial implications on the budget of the Pay and Conditions document.
- Receiving LA Budget and Out turn Statement (Section 122).
- Receive the annual accounts and certificate of audit of the School Fund Account and other voluntary funds held within school.
- Assessing the schools insurance cover to ensure that it provides adequate protection against risks.
- Reviewing and approving the petty cash to be held by the school.
- Ensuring LA financial procedures are complied with.
- Obtaining quotations with a view to placing contracts/orders.
- Considering applications from staff for variation to contract (secondments, early retirements, leave of absence, reduced working hours etc.)
- Ensuring all personnel records are held securely.
- Reviewing annually the staffing structure of the school ensuring that it meets the requirements of the curriculum and is in line with the School Improvement Plan.
- Reviewing staff work/life balance, working conditions and well-being, including the monitoring of absence.
- Implementing the Appraisal Policy and monitor teacher appraisal process.
- Ensuring implementation of performance management for support staff and moderation of ratings.
- Equal Opportunities.
- Reviewing impact of staff training and CPD.
- Staff Grievance and Discipline (in line with school policies).
- Staff dismissal, redundancy and redeployment.
Governors’ Responsibilities for Site and Premises include:
Premises Health and Safety:
- Review the schools Health and Safety Policy on an annual basis.
- Receive a regular report on accident statistics, near misses and incidents of violence or aggression.
- Comply with current fire safety legislation and regulations: review fire risk assessment and ensure compliance with recommendations.
- Ensure Risk Assessments are carried out and reviewed on a regular basis.
- Inspect the school site and buildings to enable maintenance and improvement, including security. (Site visit)
- Review and Authorise upcoming offsite activities, ensuring that health and safety planning and risk assessments that have been undertaken for them.
- Receive reports and audits from Health and Safety representatives (to include Caretaking and Cleaning).
- Ensure staff and Governors undertake appropriate Health and Safety Training.
- Ensure that Health and Safety documents and records are up to date: Fire log book; Asbestos on site; Premises log book (PAT Testing, Glazing Inspections, An annual check of PE Equipment/Playground Equipment).
- Establish and review an Accessibility Plan.
- Review e-safety policy and procedures.
Governors’ Responsibilities for Safeguarding includes:
- Ensuring all safeguarding procedures are adhered to.
- Review the Safeguarding Audit and ensure action plan is implemented.
Behaviour and Attendance:
- Review Behaviour Policy and monitor school behaviour.
- Review and Monitor attendance data against school and national targets.
Our Governing Body meets every term to provide strategic leadership, accountability and ensure effective and financial management of our school.
The Chair of the Governing Body can be contacted through the Clerk (Denise Brooke) in school. Please either ring the main school telephone number 0121 453 2636, or email firstname.lastname@example.org, marking your correspondence for the attention of the Clerk to the Governing Body.
If you would like more information about the roles and responsibilities of the Governing Body, or about being a governor, please call into school to speak to the Clerk to the Governing Body. Further information can be obtained from the National Governors’ Association website:
Code of Conduct for Governing Boards (Updated: September 2017)
Code of Conduct for Governing Boards
(Updated: September 2017)
The following Code of Conduct applies to governors and trustees at all levels of school governance and promotes effective working practices that are mutually supportive, respectful of roles and responsibilities.
Birmingham City Council (BCC) commends this model code of conduct for adoption by maintained school and academy Governing Boards.
School governors make an invaluable contribution to the lives of our children. Being a governor involves significant amounts of time and energy. All those elected or appointed to Governing Boards should fulfil their duties in line with the law, the Governance Handbook and the seven principles of public life (see 3.1). In addition governors and trustees should comply with the DfE Competency Framework for Governance, which expects all those involved in governance to be:
- Critical, and
Where a prospective governor has been or is already a governor of another school, the Chair should speak to the Chair of the other Governing Board to discuss both the skills of the individual and, where appropriate, their capacity to commit sufficient time to serve effectively on another Governing Board.
BCC expects Governing Boards and academy trusts to monitor and account for the circumstances within which it is genuinely appropriate for any individual to be a governor of more than one school, and give careful consideration as to whether it is in the interests of their school(s) to re-appoint governors and office holders for successive terms. The advice of the National Governance Association (NGA) is that all governors should be restricted to two terms of office (eight years) at the same school and that the Chair should hold office for no more than six years at the same school.
3) Standards of conduct, behaviour and practice
As individual governors of Rednal Hill Infant School we will play our part in setting an ethos of professionalism and high expectations of the governor role. We will:
3.1) Abide by the Seven Principles of Public Life
The principles are included as an appendix to this Code of Conduct.
3.2) Support the elimination of discrimination and advance equality of opportunity
We recognise that Birmingham is, outside of London, the UK’s most diverse city, made up of a wide range of cultural, faith and other communities. The City benefits from positive community cohesion within this diversity. We share the equality objectives of BCC and are mindful of our responsibilities under equality legislation, including recognising and encouraging diversity and inclusion.
3.3) Ensure that the school or academy follows all relevant policies and procedures to ensure that young people in need of protection are effectively safeguarded
3.4) Remain focused on our three core strategic functions of:
- ensuring clarity of vision, ethos and strategic direction;
holding the Headteacher or Executive Leader (as appropriate) to account for the educational performance of the school, and
- overseeing the financial performance of the school and making sure its money is well spent.
3.5) Attend meetings and take a full part in the Governing Board
Accepting the office of governor at Rednal Hill Infant School involves the commitment of significant amounts of time and energy. We will make full efforts to attend all meetings, get to know the school or academy well and respond to opportunities to involve ourselves in school activities.
3.6) Demonstrate a professional attitude
By attending regularly, being punctual, reading all relevant paperwork before meetings, arriving prepared to make an informed and positive contribution and by observing meeting protocols.
3.7) Work as members of a team and promote effective working relationships
We will seek to develop effective working relationships with the Headteacher (and or Executive Leader as appropriate), staff, parents, BCC other relevant agencies and the community. We will always be mindful of our responsibilities to maintain and develop the ethos and reputation of the School/Academy. Our actions within the School/Academy and the local community will reflect this. In making or responding to criticism or complaints affecting the School/Academy, we will follow the procedures established by the Governing Board or Trustees.
3.8) Express views courteously and be respectful in all communication
3.9) Respect lines of demarcation and the role of the Headteacher and or Executive Leader (as appropriate) to manage the school/academy
As governors we accept that our role is strategic and focused on the three core functions referred to in 3.4 of this code. We will not involve ourselves in the day-to-day management of the school/academy or attempt to micromanage senior leaders. Any visits that we undertake at the school/academy will be arranged in advance with relevant staff, be agreed by the Headteacher (and or Executive Leader as appropriate) and be within the framework established by the Governing Board.
3.10) Acknowledge majority decisions, except those that conflict with the Nolan principles of public office, the core functions of the Governing Board or may fail to ensure the safety of pupils
We will confront malpractice by speaking up against and bringing to the attention of the relevant authorities’ any decisions and actions that conflict with the Nolan principles of public office or which may place pupils at risk.
3.11) Respect the duty of confidentiality to the School, Academy, any member of staff or pupil at the school
When asked to do so by the Governing Board especially in relation to matters concerning individual staff, pupils or parents.
3.12) Undertake induction training as a minimum and any other training that is required to be effective in the role
We will request, and attend induction training as soon as is reasonably practicable following appointment as new governors. We will continually evaluate our performance as individual governors and undertake any training that is required to be effective in our role.
3.13) Declare conflicts of interest
We recognise that a conflict of interest can arise when an individual’s personal or family interests conflict with those of the school. We will declare any business, personal or other interest that we have in connection with the Governing Board, the School or Academy in general for recording in the register of business interests including the following:
- links with individuals, businesses, contractors etc;
- directorships, shareholdings or other appointments where the school may purchase goods or services from or who are directly employed by the school, and
- interests of related persons such as parent, spouse, co-habitee, child or business partners where influence could be exerted by that person over a governor or a member of staff.
We will withdraw for an appropriate length of time from any meeting or discussion of the Governing Board when our governor colleagues agree that there is a conflict of interest.
3.14) Be transparent
As the Governing Board our first line of accountability is to parents, the wider school or academy and local community. We will demonstrate transparency by publishing on the school website up to date details of the structure of the Governing Board and any committees, together with the names of the School’s/Academy’s governors and their particular roles and responsibilities within that structure. We will also publish on the school/academy website the register containing the relevant business interests of governors and details of any other educational establishments they govern.
We will comply with the requirement to provide details about people involved in governance at our School or Academy, via Edubase and keep the information up to date.
We are committed to publishing an annual statement setting out the key issues that have been faced and addressed by the Governing Board over the last year, including an assessment of the impact of the Governing Board on the school/academy.
4) Breach of this Code of Conduct
If following investigation it is deemed that this Code of Conduct has been breached by a member of our Governing Board and the matter cannot be resolved in a constructive way, then the Governing Board will consider their suspension or, in some circumstances, removal from the Governing Board.
Adopted by Rednal Hill Infant School on 28th November 2017
For clarification or any queries please contact: email@example.com
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.
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.
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.
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.
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.
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.
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.
Holders of public office should promote and support these principles by leadership and example.