VIEWS: 18 PAGES: 39 POSTED ON: 7/7/2011
Models of Governance Schools Governance Service Children’s Services April 2007 CONTENTS INTRODUCTION 4 MODELS OF GOVERNANCE OPTION A 5 OPTION B 6 OPTION C 7 OPTION D 8 OPTION E 9 COMMITTEE REPORTING FORM 10 DEALING WITH COMPLAINTS 10 GOVERNORS WITH SPECIFIC ROLES Chair of Governors 12 Vice – Chair of Governors 13 Child Protection Governor 13 Literacy Governor 14 Numeracy Governor 14 Special Education Needs Governor 14 Performance Management Governor 14 KS3 Strategy Governor 15 Equalities Governor 15 ANNUAL GOVERNING BODY YEAR PLANNER 17 APPENDICES: COMMITTEE REMITS o Statutory Committee 20 o Finance & General Purposes Committee 21 o Personnel and Pupils Committee 22 2 o Strategic Development Committee 23 o Curriculum Committee 24 o Finance Committee 25 o Personnel committee 26 o Head Teacher’s Performance Review Group 27 o Premises Committee 28 o Steering Committee / Chairs Group 29 o Resources Management Committee – Finance 30 o Resources Management Committee – Personnel 31 o Resources Management Committee – Premises / Health & Safety 32 o Resources Management Committee – Performance Management & Pay 33 o School Development Committee – Public Relations, Publicity and Marketing 34 o Teaching and Learning / Community Links – Curriculum & SEN 35 o Special Educational Needs Committee 37 REPORTING BACK FORM 38 3 INTRODUCTION Governing bodies have a lot to do, and limited time. They should identify the priority issues in which they need to be directly involved – including decisions which in law must be taken by the governing body, can be delegated to committees, working groups, individual governors, or the headteacher. This document sets out alternative governing body structures to help you select a suitable model for your school. It also includes statutory roles for governors, specific roles relating to key areas of the curriculum / school and governors’ particular responsibilities within the governing body. This document encourages governing bodies to develop a structure best suited to their school. It includes a breakdown of committee remits, highlighting the roles and responsibilities of key governor roles and different committee. It also sets out the option for each governing body to develop a committee structure of their own by combining committees together. The full governing body must determine the membership and proceedings of any committee. The governing body must also review the establishment, terms of reference, constitution and membership of any committee annually. The membership of any committee may include associated members, provided that a majority of members of the committee are governors. Each committee must have a Chair, who is either appointed by the governing body or elected by the committee. 4 MODELS OF GOVERNANCE Outlined below are suggested remits and structures for non statutory committees. Also outlined are suggested remits and other information useful for the development of your Governing Body. Option A The following structure show what is currently recommended and what governing bodies in the city currently operate. This structure includes statutory committees and non-statutory committees that meet on a termly basis to discuss all aspects of school governance. Finance & General Purpose Personnel & Pupils Strategic Development Pupil Discipline Staff Dismissal Staff Dismissal Appeals (Recommended) FULL GOVERNING BODY FINANCE PUPIL & DISCIPLINE GENERAL PURPOSES PERSONNEL STAFF & DISMISSAL PUPILS STRATEGIC STAFF DEVELOPMENT DISMISSAL APPEALS KEY: Non-Statutory Committees Statutory Committees 5 Option B This model allows the governing body to operate with a larger number of committees which are responsible for specific events. This model will be more useful for larger schools with larger governing bodies. Staff Dismissal Appeals Pupil Discipline Finance Standards & Curriculum Personnel Premises FULL GOVERNING BODY STAFF PUPIL DISMISSAL DISCIPLINE APPEALS STANDARDS FINANCE & CURRICULUM PERSONNEL PREMISES 6 Option C Option C is the same at option B but with the addition of a Steering / Chairs group and an Admissions Committee to provide a more strategic and co-ordinating role for the work of the governing body with an improved effectiveness of the work. Staff Dismissal Appeals Pupil discipline Standards & Curriculum Finance Personnel Premises Steering / Chairs Admissions FULL GOVERNING BODY STAFF DISMISSALS APPEALS PUPIL DISCIPLINE STANDARDS & CURRICULUM FINANCE PERSONNEL PREMISES STEERING / CHAIRS GROUP ADMISSIONS KEY: Non-Statutory Committees Additional Committees if needed Admissions Committee for Foundation, Voluntary Aided and Academies. 7 Option D This model combines all functions of the governing body into 5 committees. It is suggested that the Resources Management Committee would consider Finance, Personnel, Health & Safety and Premises. The Teaching and Learning / Community Links committee would consider the Curriculum, SEN, Home / School and Community Links, and monitor Exclusions / Attendance. The purpose of the School Development Committee would be to consider issues raised by the Resources Management and the Teaching & Learning / Community Links committee. Staff Dismissal Appeals Pupil Discipline Resources Management School Development Teaching & Learning Community Links FULL GOVERNING BODY STAFF DISMISSAL APPEALS PUPIL DISCIPLINE RESOURCES MANAGMENT SCHOOL DEVELOPMENT TEACHING & LEARNING COMMUNITY LINKS 8 Option E The two governing body meeting model may be a good model for a small school with few governors or a school with a small governing body where governors would find themselves on a number of governing body committes with quite a number of meetings to attend each term. It would also be good for governing bodies who find a number of issues overlap on different committees. Within this model the governing body itself is responsible for the overall monitoring of progress including the actions in the School Development/ Improvement Plan. Each term two full governing body meetings will be held, one to discuss the business of the school and the other to discuss the school’s development. 2 x Full Governing Body Meetings per term Business Development FULL GOVERNING BODY FULL GOVERNING BODY BUSINESS DEVELOPMENT Two full Governing Body Meetings each term to be divided into the following Business The remit of this meeting is to discuss all aspects of:- Statutory duties Health & Safety Finance Personnel Premises Development The remit of this meeting is to discuss all aspects of:- School Improvement Monitoring Curriculum Pupil achievement 9 COMMITTEE REPORTING FORM A Committee Reporting form on page 38 has been developed to minimise the full reading of committee minutes at the full governing body meeting. This form gives the opportunity for the full governing body to have a snapshot of discussions held highlighting decisions made and recommendations arising from committee. This form is also a useful tool to help governing bodies with their monitoring and evaluation of committees. DEALING WITH COMPLAINTS It is recommended and good practice for a complaints panel to be in operation in the event of your school receiving a complaint. Governing bodies must approve a complaints procedure for dealing with such complaints against the school. The procedure should be open and fair and should be seen to be open and fair. The procedure should be published ensuring parents know that it exists and how they can get a copy, and other members of the public also have a right to see it. A model school complaints policy and procedure is available from the Local Authority (www.nottinghamschools.co.uk) also a School complaints procedure guidance can be found on the DfES website 10 GOVERNORS WITH SPECIFIC ROLES Chair of Governors Vice – Chair of Governors Child Protection Governor Literacy Governor Numeracy Governor Special Education Needs Governor Performance Management Governor KS3 Strategy Governor Equalities Governor 11 CHAIR OF GOVERNORS The chair plays a vital part in the success of the Governing Body. A good chair will manage the meeting effectively and fairly and ensure the business of the governing body is well conducted. But the role extends well beyond this, encompassing the governing body’s relationship with parents, Ofsted, the Local Authority and the local community and most crucially the Head Teacher. In the meeting itself a good chair ensures that discussion is lively enough to maintain interest but not so lively it becomes overheated or prolonged and that all those who wish to speak get a fair say. If you are chair you are more than likely to have strong feelings on some of the items you discuss, and it is reasonable to lead the discussions and decision making. But you must guard against browbeating the remainder of the governing body, and you have to accept that sometimes your view will not prevail. It is helpful both to the clerk and the rest of the governing body if the chair summarises discussions and clarifies decisions, so as to ensure that minutes are more likely to be accurate and that members leave the meetings knowing what they have decided. It is usually the chair who ensures that the governing body is correctly constituted and that all the necessary steps are taken to ensure that vacancies are filled. The chair also needs to keep abreast of the legislation affecting schools and to explain this to the rest of the governors. Chairs have special responsibilities to new governors. Giving them a warm welcome, explaining ongoing business and obscure references during meetings, and encourage them to take part in debates can make a big difference to how well they settle in. A good chair motivates the rest of the governors to participate fully in formulating and achieving the aims of the school, and to contribute to discussions and decision making. It is the chair who will most often represent the governing body in public. The chair will be the governor most familiar to the majority of parents and will be seen to represent the governors at school functions. It is the chair who is most likely to feature in any press stories. It is the chair who is usually the best governor to be interviewed by inspectors. The chair spends more time with heads than other governors, and must be prepared both to support and challenge them. The chair should expect to see the head on a regular basis. The ability to maintain confidentiality is important to all governors but is especially so with the chair as head teachers should be able to discuss everything with them and use them as sounding boards for their plans, or just to let off steam. Quite often the chair is the only person connected with the school to whom the Head Teacher can open up about their problems. Each person needs to be able to understand the other’s role and have respect for it. 12 VICE – CHAIR OF GOVERNORS The vice-chair of the governing body is elected for between one and four years. The governing body must decide how long the term of office will be before the election; one year is the most common choice. Governors who are employed at the school are not eligible to stand. Ideally the position of vice-chair should be used as a training ground for the role of chair. The role must serve a useful function, other than just filling in when the chair is not available. It is the governing body decision how it shares out the various functions, and some of the chair’s work could be split between the chair and vice-chair. CHILD PROTECTION GOVERNOR Each school should have in place policies and procedures for safeguarding children and for dealing with suspected cases of child abuse, including incidences when a member of staff is accused. The governing body has four duties under child protection Statutory duty to assist local authority Children’s Services action on behalf of children in need or inquiring into allegations of child abuse. There responsibility to ensure that all incidents in their school are reported and that they follow suitable procedures. A governor should take the lead in investigating allegations of child abuse against the Head teacher. As with the delegated member of staff, this governor does not get involved in the investigation itself, but liaises with the agencies that do. It is recommended that the chair of governors takes on this role. In employing staff you should ensure that there is nothing in their past to indicate unsuitability for working with children. Governors should feel that child protection is a serious responsibility for the governing body, and the DfES therefore recommends that all governors have training in the subject. If there is an investigation of an allegation against the Head teacher the nominated governor will be in possession of information that must not be shared with other governors, as there may be a disciplinary procedure involving governors. 13 LITERACY GOVERNOR It is recommended that each primary governing body appoints a literacy governor. This governor is delegated by the governing body to monitor progress in literacy and to report back with the relevant data. It is helpful for the governor to see the strategy and to discuss it with the literacy co-ordinator. NUMERACY GOVERNOR The DfES initially recommended that each primary governing body appoints a numeracy governor, with the role of monitoring pupils’ progress in mathematics and reporting to the rest of the governing body. Governors need to take particular responsibility for being aware of the key features of the numeracy strategy. SPECIAL EDUCATIONAL NEEDS GOVERNOR It is recommended that a Special Educational Needs Governor is appointed as part of the governing body’s role to ensure that the school is identifying and addressing all special educational needs among its pupils. It may be necessary to invite the SENCO from time to time to governing body meetings to explain how these needs are being met PERFORMANCE MANAGEMENT GOVERNOR Performance management has a major impact on your work as a governor. There are two important responsibilities under it Adopting a performance management policy Conducting the performance management review of the head teacher The performance management policy should be reviewed each year. The policy determines who conducts the performance review of the staff and the procedures for the review. Governors review the performance of the Head teacher but not other staff this is done by the school’s management. The review of the Head teacher is not to be conducted by the whole governing body but by two or three governors nominated by the rest of the governing body. This is not a lonely process, nor one for which the governing body need feel unqualified because of not having worked in a school During the performance review the Appraisal Governors, External Advisor or School Improvement Partner and Head Teacher should look at the head’s achievements, over the year, how far the previous year’s targets have been met, and what training and development might be needed. They should then agree objectives for the coming 14 year. A Review Officer needs to be appointed from the governing body in case the Head teacher is unsatisfied with their performance review and wants to appeal against it. It is common to appoint the Chair of Governors to this position, or Vice-Chair if the Chair is one of the appraisal governors. KS3 STRATEGY GOVERNOR Governors need to make the most of the Key Stage 3 National Strategy. The KS3 strategy governor needs to help their school to Review key stage 3 results against local and national figures as well at the trends for the school. Look in particular at the value added from Key stage 2 to key stage 3 Review the school improvement plan in the light of the results and ensure that the strategy features in the school’s overall targets. Ensure the school is updated on the Key stage 3 national strategy website so you are aware of what is coming up this year, ask useful questions and know what other governing bodies are doing to support their schools. Ensure that Key stage 3 is on the agenda of regular governing body meetings and on the relevant committee agenda (in particular curriculum, staffing, and finance) Support teachers by showing you know about the implications of the strategy for their subject / department Support the school’s key stage 3 strategy manager. Show interest in the ways in which literacy and numeracy are being addressed in each subject. Along with the Head teacher ensure that all governors are familiar with the Key stage 3 strategy and reports to them on how it is being implemented. EQUALITIES GOVERNOR Governors need to take particular responsibility for monitoring equality issues and reporting back to the governing body. They need to be involved in the school’s working group (if one is established) to develop equality and need to undertake the appropriate training and disseminate information to the governing body. Governors should ensure that the school has a written race equality policy which should identify the action to be taken to tackle racial discrimination and to 15 promote racial equality and good race relations across all areas of school activity. Assess the impact of policies on minority ethnic pupil, staff and parents to identify whether such policies help to achieve racial equality. Monitor the implementation of the race equality policy and its impact on pupils, staff and parents and monitor the levels of pupil attainment by ethnicity. Make reasonable adjustments if their premises or employment arrangements substantially disadvantage a disabled person compared with non-disabled person. To ensure that the Disability Equality Scheme is approved by the governing body and that it is reviewed annually and a progress report published Plan to increase over time the accessibility of schools to disabled pupils Plan to increase access to the school curriculum, improving access to physical environment of the school and improving the delivery of written information to disabled pupils. [Guide to the Law, chapter 11] Ensure that Equalities Impact Assessments are carried out on all Policies, Procedures and Practices, both new and existing, especially Disability (DDA), Race (RRAA) and Gender. 16 ANNUAL GOVERNING BODY YEAR PLANNER AUTUMN TERM SPRING TERM SUMMER TERM ACTION ACTION ACTION Election of Chair and Vice-chair* Approval of Budget for following financial Review Governing Body’s Performance year Set meetings dates for year* Decide school services buy back choices Review Attendance of Pupils / Staff / Governors Review Committee Membership and Review SEN Policy Review governors’ visits Remits* Review Delegation of Functions* Review Performance Management Policy Monitor Health & Safety Agree Staffing Structure Review School Improvement Plan Review pupil exclusions for the year Progress Agree Governor training plan Review Equal Opportunities Policy Review School improvement plan progress Set pupil performance targets for year Agree curriculum plans for following year Agree priorities for school improvement Agree School Prospectus plan* 17 Review governors’ Visits Review governors’ visits Set objectives for the governing body for Review Pay Policy the year Review head teacher performance Decide which policies need to be reviewed this year and when * These items to be actioned by the full governing body AT ANY TIME OF THE YEAR ON A REGULAR BASIS Agree strategy for when Ofsted Inspection is notified Monitor School Improvement Plan Action planning following Ofsted Inspection Organise support and training for governors Induction of new governors Arrange governors visits to the school Complete School Profile Committee meetings Review child protection policy 18 APPENDICES Committee Remits Committee Reporting Form 19 Statutory Committees Pupil Discipline Committee The remit of the committee is to:- Consider the circumstances in which a pupil has been excluded and representations made by the parent and LA as required by the Education Act 2002 and its regulations. Decide whether or not to uphold or reinstate any exclusion which exceeds five days in any one term Staff Dismissal Committee The remit of the committee is to:- Determine personnel matters in accordance with the discipline procedures adopted by the governing body Determine whether any person employed by the LA to work at the school should cease to be employed by the school. Staff Dismissal Appeals Committee The remit of the committee is to:- Consider appeals against the decision of the Staff Dismissal Committee. Admissions Committee The remit of the committee is to:- Decide whether a child may be admitted to the school in accordance with the arrangements previously determined by the governing body. NOTE: This Committee Admissions Committee is only required for Foundation and Voluntary Aided Schools, where the Governing Body is the Admissions Authority. 20 Finance and General Purposes Committee The remit of the committee is to:- Recommend to the Governing Body the school’s annual budget plan, including the staff complement. Consider reports from the Head Teacher comparing expenditure with budget and to approve virements as necessary Plan the school budget in accordance with the priorities in the school management plan Determine the written description of financial systems and procedures Operate the Governing Body’s arrangements for obtaining quotations and inviting tenders Authorise all write-offs and disposals of surplus stock and equipment in accordance with LA regulations Recommend to the governing body a charging policy in alignment with the LA charging policy Determine arrangements regarding petty cash at the school Determine arrangements for the accounts and audit of the school fund(s) Determine matters relating to the building maintenance, health and safety and lettings outside the school hours in accordance with the Governors’ delegated responsibilities Determine matters relating to school security Determine insurance arrangements 21 Personnel and Pupils Committee The remit of the committee is to:- Determine arrangements for all appointments of staff except for Head Teachers and Deputy Head Determine a staffing structure and other staffing matters including reductions in staffing levels and leave of absence Recommend to the Governing Body a staffing policy Review staff grading in line with the schools agreed pay policy Determine personnel matters in accordance with the procedures adopted by the Governing Body Consider matters of pupil welfare and make recommendations to the Governing Body To recommend to the Governing Body a Performance Management Policy and to operate such policy on behalf of the Governing Body including the setting and reviewing of Head Teacher performance targets. 22 Strategic Development Committee The remit of the committee is to:- Consider the curriculum at the school in accordance with the national and local requirements Make recommendations to the Governing Body on the school management plan and curriculum matters Oversea the implementation of the Governing Body’s curriculum responsibility within the school including sex education, religious education and collective worship Consider inspection reports, prepare action plans and monitor progress Make recommendations on strategic development that will improve pupil achievement and school effectiveness. 23 Curriculum Committee The remit of this committee is to: To consider and advise the governing body on standards and other matters relating to the school’s curriculum, including statutory requirements and the School’s Curriculum Policy To consider curricular issues which have implications for Finance and Personnel decisions and to make recommendations to the relevant committee or the Governing Body To make arrangements for the Governing Body to be represented at School Improvement discussions with the LA and for reports to be received by the Governing Body To oversee arrangements for individual governors to take up leading role in specific areas of provision, eg SEN, Literacy, Numeracy. To receive regular reports from them and advise the Governing Body. To oversee arrangements for educational visits, including the appointments of a named co-ordinator. 24 Finance Committee The remit of the committee is to:- To approve the formal budget plan of the financial year To approve and maintain an up to date 3 year financial plan To consider a budget position statement including virement decisions at least termly and to report significant anomalies from the anticipated position to Governing Body To ensure that the school operates within the Financial Regulations of the City Council To monitor expenditure of all voluntary funds kept on behalf of the Governing Body To make decisions on expenditure following recommendations from other committees To prepare financial statements for inclusion in the governing body report to parents To determine whether sufficient funds re available for pay increments as recommended by the head teacher 25 Personnel Committee The remit of the committee is to:- To approve and keep under review the staffing structure in consultation with the Headteacher and the Finance committee. To approve a Salary policy of all categories of staff and to be responsible for its administration review To oversee the appointment procedure for all staff To establish and review a Performance Management policy for all staff To oversee the process leading to staff reductions To keep under review staff work / life balance, working conditions and well- being, including the monitoring of absence To make recommendations on personnel related expenditure to the Finance Committee To consider any appeal against a decision on pay grading or pay awards The Headteacher Performance Review Group could be formed from this committee, but its membership should have received the appropriate training 26 Head Teacher’s Performance Review Group (Appointed Governors) The remit of the committee is to:- To arrange to meet with the External Advisor / School Improvement partner to discuss the Head teacher’s performance targets To decide, with the support of the External Advisor / School Improvement Partner, where the targets have been met and to set new targets annually To monitor through the year the performance of the head teacher against the targets To make recommendations to the Finance Committee in respect of awards for the successful meeting of targets set. There must be at least 3 governors on the panel plus one additional governor to act as the review governor. (in the event of a complaint made by the headteacher against decisions made by the appointed governors) 27 Premises Committee The remit of the committee is to:- To advise the Governing Body on priorities, including Health and Safety, for the maintenance and development of the school’s premises To make recommendations to the Finance Committee on premises-related expenditure In consultation with the Headteacher and the finance committee, to oversee premises-related funding bids. To maintain a strategic overview of Health & Safety for the use of school premises by outside users, subjects to governing body policy To approve and keep under review a Building Development Plan To approve and keep under review an Accessibility Plan. 28 Steering Committee / Chairs Group The remit of the committee is: To agree the work of the Governing Body and its Committees for the term and beyond. To agree, by early in the autumn term, the programme of work and calendar of meetings for the governing body and its committees for the school year, based on known cycles of school improvement, financial management, staffing issues and communicating with parents To monitor the progress of work being undertaken by committees and individuals To consider recommendations made by committees to improve the effectiveness of the Governing Body To establish and keep under review a protocol for the Governing Body To establish and keep under review arrangements for Governors’ visits in school To oversee arrangements for Governor involvement in formulating and monitoring the School Improvement Plan To make recommendations to the Governing Body to establish exceptional working arrangements were particular circumstances arise e.g. joint committee to oversee a building project or a special committee to oversee an Ofsted inspection 29 Resources Management Committee – Finance The remit of the committee is to:- To prepare consider each year’s School Improvement Plan and budget plan and options for consideration and approval by the Governing Body. To monitor the budget and make recommendations to the governing body for any in year changes To review the School Financial Regulations and Procedures annually and to make recommendations for changes and additions to the Governing Body To recommend virements between budget heads in excess of any delegation granted to the Headteacher under the Governors’ Scheme of Financial Delegation To consider and make recommendations to the Governing Body concerning any proposal involving recurring expenditure not provided for in the Governors’ Scheme for Financial Delegation To be responsible for contractual arrangements in respect of items approved by the governing body in accordance with Council Standing Orders and Financial Regulations including in placing and opening of tenders, obtaining quotes and recommendations to the governing body concerning acceptance To consider proposals involving additional expenditure from other committees and make recommendations to the governing body To make recommendations to the Governing Body on the financial aspect of the Governors’ Scheme of Financial Delegation. To determine with the Premises Committee (if established) the arrangements and the scale of charges for the letting of school premises and other remissions. To consider and give advice on any matter involving finance and financial management referred to by the Governing Body To ensure that the principles of Best Value are followed when making decisions 30 Resource Management Committee – Personnel The remit of the committee is to:- Consultation – to draft and keep under review a policy statement on staff consultation for approval by the Governing Body and to undertake any formal consultation on personnel matters. Discipline/Grievance – to review and recommend for adoption the procedures for dealing with discipline and grievances and ensure that all are informed Redundancy – to draft and review, in consultation with staff, criteria for redundancy for approval of the Governing Body Staffing Structure – to review the staffing structure whenever a vacancy occurs and at least annually in relation to the school’s management team. The committee will also have responsibility for the following 1) Absence Management and Monitoring 2) Harassment and Bullying 3) Recruitment and Retention Policy 31 Resource Management Committee – Premises / Health & Safety The remit of the committee is to:- To annually inspect the premises and grounds and oversee the preparation of the statement of priorities for maintenance and development for the approval of the governing body To be responsible for monitoring the fabric of the school premises and within the budget provision, authorising maintenance work To be jointly responsible with the finance committee, for determining a policy and scale for charges for the letting of the premises. To be responsible for monitoring the performance of the cleaning, ground maintenance and catering services To consider improvements/alterations to school premises and to make recommendations to the Governing Body, which shall forward proposals to the LA for consideration and approval To agree specifications for any work to the building to be undertaken by outside contractors. To be responsible for monitoring the arrangements for the security of the premises To consider requests to improve / replace furnishings within the school within budget provision To monitor the operation of the LA’s Health & Safety Policy statement as far as it affects the school in order to safeguard the health and safety employees, pupils and visitors to the school, and to make recommendations to the Governing Body To regularly review the need for structural repairs and maintenance for which the Local Authority is responsible To make recommendations for updating the School Improvement Plan as it relates to the management of school premises Accessibility planning 32 Resource Management Committee – Performance Management & Pay The remit of the committee is to:- To review any changes in pay and condition arrangements for all teaching employees and the exercise of Governing Body’s discretion In the light of any changes to prepare recommendations for changes to the Pay Policy for the Resource Management Committee / Full Governing Body to consider and decide. To receive from the Headteacher and nominated Performance Management Governors such recommendations as are required and appropriate to the exercise of the Governing Body’s and Pay Policy Committee’s delegated responsibilities To carry out the statutory annual Salary Review and agree the annual salary for all teachers employed at the school in accordance with this policy, and the requirements of the School Improvement and Post OfSTED Acton Plans To issue instructions to prepare and issue the annual Salary Statements for all teachers as appropriate To refer, as appropriate, any budget considerations to the Resource Management Committee. 33 School Development committee – Public Relations, Publicity and Marketing The remit of the committee is to:- To assist the Headteacher in promoting good relationships and communication with parents and the community To assist the Headteacher in recruiting the support and involvement of the local media, local business and industry To formulate a publicity and marketing policy for approval by the Governing Body and oversee its implementation To assist in preparing the school prospectus and the home-school agreement for approval by the Governing Body. 34 Teaching and Learning / Community Links – Curriculum & SEN The remit of the committee is to:- To review the school’s teaching and learning and curriculum-related policies in line with the agreed cycle and make recommendations to the governing body for change To plan, monitor and review the academic and pastoral arrangements for the school in order to ensure that the school maintains and delivers a broad and balanced curriculum in keeping with aims of the school To monitor the provision of the National Curriculum and its assessment procedures in line with the legal framework To ensure that the school leadership has appropriate systems for monitoring and evaluation the quality of teaching and learning in the school To contribute, in collaboration with the Head and staff, to the teaching and learning priorities and issues of the School Improvement Plan, OfSTED action plan To monitor the effectiveness of all the school’s teaching and learning and curriculum policies, taking account of statutory guidance where appropriate. To make representations to the full governing body for changes as necessary, including: 1) The provision for collective worship and RE in line with the locally agreed syllabus 2) The school’s policy on sex education 3) The school’s policy on charging and remissions 4) The school’s policy on special educational needs and 5) The school’s policy for PSHE and Citizenship To promote extra- curricula/ enrichment activities To receive curriculum progress reports for the Headteacher and others, in order to monitor, review and evaluate the standards of achievement, seek to make continuous improvement and inform target-setting, including: 1) Subject/aspect reports 2) Analysis of the annual PANDA report and other performance data 35 3) Information about non-statutory assessments and testing 4) The impact that continuous professional development has on school improvement To ensure that targets for pupils’ achievements are set and published as required by legislation To consult with and provide information to parents and the wider community on matters relating to teaching and learning and the curriculum To ensure all pupils with SEN make good progress in relation to individual needs and abilities through flexible and effective use of the resources available to the school. Expectations for learning for pupils with SEN are high and pupils participate fully in all aspects for school life To consider and give advice on any matter involving the curriculum referred to it by the Governing Body. 36 Special Educational Needs Committee The remit of the Committee is to: To decide the school’s general policy and approach to meeting pupils’ special educational needs for those with statements and those without To monitor the school’s work in relation to special educational needs and ensure that appropriate funding and staffing arrangements are in place. Appoint a named person with responsibility for ensuring that special educational needs stay on the governing body agenda and for liaising with the Special Educational Needs Co-ordinator (SENCO) about the current policy and practice in Special Educational Needs To ensure that the necessary special arrangements are make for any pupil who has special educational needs To ensure that the school notifies parents when Special Educational Needs provision is being make for their child. Make sure that the named person makes all staff that are likely to teach the pupil aware of those needs Ensure that the teaching staff is aware of the importance of identifying pupils whoa have Special Educational Needs and of providing appropriate teaching. Consult with the Local Authority and the governing bodies of other schools when necessary to co-ordinate Special Educational Needs teaching in the area. Ensure that arrangements are in place that allows pupils with Special Educational Needs to join in the everyday activities of the school as far as practical. Report each year to parents through the school profile and other identified outlets Take account the Special Educational Needs Code of Practice when carrying out its duties towards pupils with Special Educational Needs. 37 REPORTING BACK THE COMMITTEE DECISIONS AND RECOMMENDATIONS ………………………………………………….GOVERNING BODY Committee: ………………………………………. Date: ……………………………… Chaired By: ……………………………………… Clerked By: ………………………. Present: Apologies for Absence: Agenda Items: SUMMARY OF RECOMMENDAIONS OR DECISIONS (FURTHER DETAILS/RELEVANT PAPERS ATTACHED) (Delete as appropriate) Summary of key point to be noted by the Governing Body: Decisions / Recommendations to be considered by the Governing Body: Agreed Date of Next Meeting: These minutes are agreed by those present as being a true record. Signed: ……………………………………………………………………Chair of Committee Signed: ……………………………………………………………………Chair of Governors 38 Ref: DfES Guide to the law Derbyshire County Council Suffolk County Council Produced by Mavis Bartley Governor Development Officer Schools Governance Nottingham City Children’s Services Sandfield Centre Sandfield Road Nottingham NG7 1QH Tel: 0115 9150615 Fax: 0115 9150771 Email: firstname.lastname@example.org 39
"Models of Governance - Committee Remit Structure"