Code of Conduct 2019

Code of Conduct Prestbury C of E Primary School

September 2019 Version

 

This Code should be read in conjunction with the relevant law and for academies, their articles of association and agreed scheme of delegation.  It should be adapted as appropriate depending on the governance setting and level of delegation

The governing board has the following strategic functions

 

Establishing the strategic direction, by:

  • Setting and ensuring clarity of  vision, values, and objectives for the school(s)/trust
  • Agreeing the school improvement strategy with priorities and targets
  • Meeting statutory duties

 

Ensuring accountability, by:

  • Appointing the lead executive/headteacher (where delegated)
  • Monitoring the educational performance of the school/s and progress towards agreed targets
  • Performance managing the lead executive/headteacher (where delegated)
  • Engaging with stakeholders
  • Contributing to school self-evaluation

 

Overseeing financial performance, by:

  • Setting the budget
  • Monitoring spending against the budget
  • Ensuring money is well spent and value for money is obtained
  • Ensuring risks to the organisation are managed

 

As individuals on the board we agree to the following

 

Governors should seek to uphold the Christian foundation of the school.

Governors should conduct themselves in line with the Nolan Principles of selflessness, integrity, objectivity, accountability, openness, honesty and leadership.

Governors are responsible for determining the overall strategic direction of their schools but should take care not to become involved with the management. The distinction between managing and governance is important.

Allegiance to the School
There is a need for a positive and effective partnership between the governing body, the headteacher and the senior management team. To foster this, individual governors should:

  • Support the aims, objectives and Christian ethos of the school and promote the interests of the school and its pupils in the wider community;
  • Work co-operatively with other governors in the best interests of the school.;
  • Acknowledge that differences of opinion may arise in discussion of issues but where the governing body take a majority decision, this decision must be respected and upheld;
  • Maintain confidentiality when required;
  • Base their decisions on the facts presented, and not be swayed by other considerations;
  • Attend the governors meetings and make sure that if they elect to serve on sub-committees they have the time to do so;
  • Be willing to undergo appropriate training.

Role & Responsibilities 

  • We understand the purpose of the board and the role of the executive leaders.
  • We accept that we have no legal authority to act individually, except when given delegated authority by the board and therefore we will only speak on its behalf when specifically authorised to do so.
  • We accept collective responsibility for all decisions made by the board or its delegated agents and will not speak against majority decisions outside the governing 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 and act in accordance with our responsibility to maintain and develop the ethos and reputation of our school/group of schools.
  • In making or responding to criticism or complaints we will follow the procedures established by the governing board.
  • We will actively support and challenge the executive leaders.
  • We will accept and respect the difference in roles between the board and staff, ensuring that we work collectively for the benefit of the organisation;
  • We will respect the role of the executive leaders and their responsibility for the day to day management of the organisation and avoid any actions that might undermine such  arrangements;
  • We agree to adhere to the school’s rules and policies and the procedures of the governing board as set out by the relevant governing documents and law
  • When formally speaking or writing in our governing role we will ensure our comments reflect current organisational policy even if that differs from our personal views;
  • When communicating in our private capacity (including on social media) we will be mindful of and strive to uphold the reputation of the organisation.

 

Commitment

  • We acknowledge that accepting office as a governor/trustee/academy committee member involves the commitment of significant amounts of time and energy. 
  • We will each involve ourselves actively in the work of the governing 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.
  • We will get to know the school/s well and respond to opportunities to involve ourselves in school activities.
  • We will visit the school/s, with all visits arranged in advance with the senior executive leader/headteacher and undertaken within the framework established by the governing board.
  • When visiting the school in a personal capacity (i.e. as a parent or carer), we will maintain our underlying responsibility as a governor/trustee/academy committee member.
  • We will consider seriously our individual and collective needs for induction, training and development, and will undertake relevant training.
  • We accept that in the interests of open governance, our full names, date of appointment, terms of office, roles on the governing board, attendance records, relevant business and pecuniary interests, category of governor and the body responsible for appointing us will be published on the school’s website.
  • In the interests of transparency we accept that information relating to governors/trustees/academy committee members will be collected and logged on the DfE’s national database of governors (Get Information About Schools [GIAS])..

 

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/trustees/academy committee members, the clerk to the governing board and school staff both in and outside of meetings.
  • 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 board members 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 executive leaders, staff and parents, the trust, 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/trust business arise outside a governing board meeting.
  • We will not reveal the details of any governing board vote.
  • We will ensure all confidential papers are held and disposed of appropriately.

 

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 governing board’s business 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 accept that the Register of Business Interests will be published on the school/trust’s website.
  • 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 school as a whole and not as a representative of any group, even if elected to the governing board.

 

Ceasing to be a governor/trustee/academy committee member

  • We understand that the requirements relating to confidentiality will continue to apply after a governor/trustee/academy committee member leaves office

 

Breach of this Code of Conduct

 

  • If we believe this code has been breached, we will raise this issue with the chair and the chair will investigate; the governing board 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 governing board member, such as the vice chair will investigate.

 

Power to suspend

The School Governance (Roles, Procedures and Allowances) (England) Regulations 2013 14 set out the grounds on which governing bodies can suspend governors including where the governor has acted in a way that is inconsistent with the ethos, or with the religious character of the school, and has brought or is likely to bring the school or the governing body or the office of governor into disrepute. 

 

Power to remove

Where the power to remove a governor lies with the governing board, it will only be used in exceptional and serious circumstances (and such seriousness will depend on the facts of the case).

 

Examples which could give rise to removal are where:

there have been repeated grounds for suspension;

  • there has been serious misconduct. What constitutes serious misconduct will be based on the facts of the case, however, it is expected that any actions that compromise the Nolan principles, if sufficiently serious, would be considered in scope of this reason for removal.
  • a governor displays repeated and serious incompetence; for example where an elected governor is unwilling or unable, despite all appropriate support, to develop the skills to contribute to effective governance; or where attendance is so irregular that the governor is unable to make any meaningful contribution to the work of the board.
  • the governor has engaged in conduct aimed at undermining fundamental British values of democracy, the rule of law, individual liberty, mutual respect, and tolerance of those with different faiths and beliefs; and/or;
  • the actions of the governor are significantly detrimental to the effective operation of the governing body, distracting it from its core strategic functions; and/or the actions of a governor interferes with the operational efficiency of the school thereby wasting a significant amount of headteacher and /or senior leadership time.

 

The governing board will follow the procedure for removal in the ‘Constitution of Governing Bodies of Maintained Schools Statutory Guidance’ August 2017, C.6 Regulation 25.

 

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 governing board of Prestbury Cof E Primary School  on 04.12.18

 

Undertaking:

As a member of the Governing Board 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 Governing Board, the Headteacher or staff.

 

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Contact the School

Prestbury C.E Primary School

Bollin Grove, Prestbury
Macclesfield, CHESHIRE, SK10 4JJ

Main Contact: David Capener Headteacher

Tel: 01625 469630
jobrace@prestbury.cheshire.sch.uk

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