ormiston primary school governance manual 2014...

Ormiston Primary School

GOVERNANCE POLICIESGovernance

The obligation of the Board on behalf of the Crown is to ensure it achieves its mission, vision and strategic goals whilst meeting all the legal and moral responsibilities and requirements accompanying best practice governance.

1. Governance Definition

The Board provides strategic leadership. In order to do this, the Board will:

1. Look to the future and keep informed of issues and trends that may affect the mission and organisational health.

2. Make decisions based on knowledge of community needs and best practices and in accordance with the mission.

3. Be proactive and visionary in its thinking.4. Encourage thoughtful deliberation, incorporating a diversity of viewpoints.5. Work together as colleagues, encouraging mutual support and good humour.6. Have the courage to lead and make difficult decisions.7. Commit to excellence in governance, including regularly monitoring, assessing and improving its own

performance.

2. Education Act 1989 s75 and s76, s65

The legal responsibility of school trustees is determined by Section 75 and Section 76 of the Education Act 1989 and Section 65.

Governance: Education Act s75s. 75 Boards to control management of schools –

Except to the extent that any enactment or the general law of New Zealand provides otherwise, a school’s board has complete discretion to control the management of the school as it thinks fit.

Management: Education Act s76s.76 Leader of Learnings –

1. A school’s Principal is the Board’s Principal in relation to the school’s control and management.

2. Except to the extent that any enactment or the general law of New Zealand provides otherwise, the Leader of Learning –

(a) Shall comply with the board’s general policy directions; and(b) Subject to paragraph (a) of this subsection, has complete discretion to manage as the Leader of Learning thinks fit the school’s day to day administration.

Employer: Education Act s65s.65 A board may from time to time, in accordance with the State Sector Act 1988, appoint, suspend, or dismiss staff.

“Guarantee every learner engages in innovative personalised world class learning”1


Board Roles & Responsibilities

The Board of Trustees key areas of contribution are:

RepresentationLeadershipAccountabilityEmployer Role

The Board Standard

1. Sets the strategic direction and long-term plans and monitors the Board’s progress against them

1.1 The Board leads the Charter review process1.2 The Board sets the strategic aims and approves the Annual Plan and targets in line with MoE expectations1.3 Regular Board meetings include a report on progress towards achieving strategic aims1.4 The Charter is the basis for all Board decision making

2. Monitors financial management of the school and approves the budget

2.1 Satisfactory performance of school against budget2.2 Budget approved by the first meeting each year

3. Monitors and evaluates student progress and achievement

3.1 Receives regular reporting from Leader of Learning on progress against annual plan and strategic plan. Leader of Learning highlights risks and successes.3.2 Meets targets in annual plan, implement curriculum policy and satisfactory performance of curriculum education priorities3.3 Board review schedule covering curriculum and learners progress and achievement reports are followed

4. Effectively manages risk 4.1 Attend Board meetings having read Board papers and reports and ready to discuss them4.2 Board meetings have a quorum4.3 Remain briefed on internal/external risk environments and take action where necessary4.4 Identify ‘trouble spots’ in statements of audit and take action if necessary4.5 Ensure that the Leader of Learning reports on all potential and real risks when appropriate, seek appropriate advice as necessary and take appropriate actions if required



5. Ensures compliance with legal requirements 5.1 New members have read and understood; Board induction pack; & requirements of Board members5.2 New and continuing members have kept aware of any changes in legal and reporting requirements for the school. Board has sought appropriate advice when necessary5.3 Accurate minutes of all Board meetings, approved by Board and signed by chair5.4 Individual staff/learners matters are always discussed in public excluded session

6. Attends Board meetings and takes an active role as a Trustee

6.1 Attendance at 80% of meetings (min)6.2 No unexplained absences at Board meetings (3 consecutive absences without prior leave result in immediate step down) Refer Education act 1989, s104 (1) (c)6.3 Board papers read prior to attending board meetings

7. Approves major policies and programme initiatives

7.1 Regularly reviews, approves and minutes policies and programme initiatives

8. Fulfils the intent of the Treaty of Waitangi by valuing and reflecting New Zealand’s dual cultural heritage

8.1 The Treaty of Waitangi is obviously considered in Board decisions8.2 The Board is culturally responsive and inclusive

9. Approves and monitors personnel policy and procedures and acts as a good employers

9.1 Become and remain familiar with employment conditions of school, staff employment agreements and award arrangements

10. Appoints, assesses the performance of and supports the Leader of Learning

10.1 Become and remain familiar with employment conditions of school, staff employment agreements and award arrangements

11. Deals with disputes and conflicts referred to the board as per the school’s concerns and complaints procedures

11.1 Successful resolution of any disputes and conflicts referred

12. Represents the school in a positive, professional manner

12.1 Code of behaviour adhered to

13. Oversees, conserves and enhances the resource base

13.1 Property/resources meet the needs of the student achievement aims

14. Effectively hands over governance to new Board/Trustees at election time

14.1 New Trustees provided with governance manual14.2 New Trustees fully briefed and able to participate following provision of an induction programme



Trustees Code of Behaviour The Board is committed to ethical conduct in all areas of its responsibilities and authority. Trustees shall:

1. Maintain and understand the values and goals of the school

2. Ensure the needs of all learners and their achievement is paramount

3. Maintain and be loyal to the school values, mission and charter

4. Publicly represent the school in a positive manner

5. Maintain integrity and show respect for all involved in the school

6. Observe the confidentiality of non-public information acquired in their role as a Trustee and not disclose to any other persons such information that might be harmful to the school

7. Be diligent and attend Board meetings prepared for full and appropriate participation in decisions making

8. Ensure that individual Trustees to not act independently of the Board’s decisions

9. Speak with one voice through its adopted policies and ensure that any disagreements with Board’s stance are resolved within the Board

10. Avoid any conflicts of interest with respect to their fiduciary responsibility

11. Recognise the lack of authority in any individual trustee or subgroup of the Board in any interaction with the Leader of Learning or staff

12. Recognise that only the Chairperson (working within the Board’s agreed Chairperson role description or delegation) or a delegate working under written delegation, can speak for the Board

13. Continually self-monitor their individual performance as Trustees. Be available to undertake appropriate professional development

Trustee Remuneration and Expenses PolicyThe Board has the right to set the amount that the Chairperson and other Board members are paid for attendance at Board meetings in recognition that these fees cover the expense of attending meetings. The Leader of Learning, as a member of the Board is entitled to the same payment as all other Trustees except the Chairperson. Currently at Ormiston Primary School;

1 The Chairperson receives $75.00 per Board meeting2 Elected Board members receive $55.00 per Board meetings3 There is no payment for working group/committee meetings4 Attendance fees are non-taxable within the agreed non-taxable amounts of $605 annually for Trustees and $825

for the Chairperson5 Attendance costs for professional development sessions will be met by the Board of Trustees. Prior approval

must first be sought6 All other reimbursements are at the discretion of the Board and must be approved prior to any spending

occurring


Ormiston Primary SchoolConflict of Interest The standard of behaviour expected at Ormiston Primary School is that all staff and Board members effectively manage conflicts of interest between the interests of the school on one hand, and personal, professional, and business interests on the other. This includes managing potential and actual conflicts of interest, as well as perceptions, of conflicts of interest.

The purposes of this policy are to protect the integrity of the school decision-making process, to ensure confidence in the school's integrity, and to protect the integrity and reputations of staff and Board members. Upon or before election or appointment, each person will make a full, written disclosure of interests, relationships, and holdings that could potentially result in a conflict of interest. This written disclosure will be kept on file and will be updated as appropriate.

In the course of meetings or activities, staff and Board members will disclose any interests in a transaction or decision where their family, and/or partner, employer, or close associates will receive a benefit or gain. After disclosure, the person making the disclosure will be asked to leave the room for the discussion and will not be permitted to vote on the question.

ConfidentialityIt is the Board member’s obligation to observe the confidentiality of non-public information acquired in their roles as Trustees and not disclose such information to any other persons.

Chairperson's RoleThe Chairperson of Ormiston Primary School safeguards the integrity of the Board's processes and represents the Board of Trustees to the broader community. The Chair ensures that each Trustee has a full and fair opportunity to be heard and understood by the other members of the Board in order that collective opinion can be developed and a Board decision reached. The Board's ability to meet its obligations and the plans and targets it has set are enhanced by the leadership and guidance provided by the Chair. The Chair:

1. Welcomes new members, ensures that the conflict of interest disclosure is made and the code of behaviour is understood and signed, and leads new Trustee induction

2. Assists Board members' understanding of their role, responsibilities and accountability including the need to comply with the Trustees' Code of Behaviour policy

3. Leads the Board members and develops them as a cohesive and effective team

4. Ensures that the work of the Board is completed

5. Ensures that they act within Board policy and delegations at all times and do not act independently of the Board

6. Sets the Board's Agenda and ensures that all board members have the required information for informed discussion of the agenda items

7. Ensures that the meeting agenda content is only about those issues which according to Board policy clearly belong to the Board to decide

8. Effectively organises and presides over Board meetings ensuring that such meetings are conducted in


Ormiston Primary Schoolaccordance with the Education Act 1989, the relevant sections of the Local Government Official Information and Meetings Act 1987 and any relevant Board policies

9. Ensures interactive participation by all Board members

10. Represents the Board to external parties as an official spokesperson for the school except for those matters where this has been delegated to another person/s

11. Is responsible for promoting effective communication between the Board and wider community including communicating appropriate Board decisions

12. Establishes and maintains a productive working relationship with the Leader of Learning

13. Ensures that the Leader of Learning Performance Agreement and appraisal are completed on an annual basis in accordance with the full BOT requirements

14. Ensures that concerns and complaints are dealt with according to the school's Concerns and Complaints Procedures

15. Ensures that any potential or real risk to the school or its name is communicated to the Board. This includes any concern or complaint

MeetingsThe Board is committed to effective and efficient meetings. Meetings:

1. Are based on a prepared agenda. The agenda preparation is the responsibility of the Chairperson. Copies of the agenda will be made available at the meeting place for the public.

2. Are held with the expectation that trustees have prepared for them and will participate in all discussions at all times within the principles of acceptable behaviour (BoT Code of Behaviour).

3. Have the right resolution, to exclude the public and news media from the whole or part of the proceedings in accordance with the Local Government Official Information and Meetings Act 1987. Decisions by the Board are fully recorded but remain confidential. The Board needs to:

● Make the reasons for excluding the public clear.● Reserve the right to include any Non-Board member it chooses.

Governance Review

Board Member ReviewAnnually each Trustee will evaluate their own contribution to the Board and their individual effectiveness in discussion with the Chairperson. The basis of this review shall be these Governance Policies [in particular the Roles & Responsibilities standards and the Code of Conduct].

Chairperson ReviewThe Board Chair will evaluate his/her effectiveness and performance in discussion with individual trustees and the Leader of Learning [in particular the Role of the Chair standards].

Board Review


Ormiston Primary SchoolAnnually, the Chairperson will coordinate a review of the effectiveness of the Board of Trustees. A report will be provided to the Board on the outcomes, including a training plan for the Board as a whole. The review will be based on the Strategic Plan and Policy Framework.

Committee Principles The Board may set up committees to help carry out its responsibilities and due process (e.g. Staff Appointments, Finance, Policy and Disciplinary).

Education Act 1989, section 66:

- gives the Board the authority to delegate any of its powers to a special committee except the power to borrow money.

The Board must record in the Board minutes and in a letter to each committee member the precise powers that are delegated to a committee. In addition the same delegation motion must name the members or how the committee will be constituted. For example, the committee can:

1. Investigate and report their findings to the Board. 2. Investigate and make any recommendations based on those findings to the Board. 3. Investigate, come to conclusions based on what they have discovered and have the power to act upon those

conclusions then report to the Board what they did.

Board Committees:

1. Are to be used sparingly to preserve the Board functioning as a whole when other methods have been deemed inadequate.

2. Can consist of non-trustees. Committees must have a minimum number of 2 persons, at least one of whom must be a Trustee.

3. May not speak or act for the Board except when formally given such authority for specific and time-limited purposes. Such authority will be carefully stated in order not to conflict with authority delegated to the Leader of Learning.

4. Help the Board (not the administration) do its work.

5. All committees other than the Board Discipline Committee must act through the Board and therefore can only recommend courses of action to the Board and have no authority to act without the delegated authority of the Board.

6. Assist the Board chiefly by preparing policy alternatives and implications for Board deliberation. Board committees are not to be created by the Board to advise staff.

7. All have the Chair and Leader of Learning as ex officio members.

8. Are to have terms of reference drawn up as required. It is suggested that these contain information about the following: Purpose, Committee members, Duties and Responsibilities and Delegated Authority.

Leader of Learning Roles and Responsibilities The Board delegates the day-to-day management of Ormiston Primary School to the Leader of Learning in the understanding that the Leader of Learning shall not cause or allow any practice, activity or decision that is unethical, unlawful, and imprudent or which violates the board’s charter or expressed values or commonly held professional ethic.


Ormiston Primary SchoolDelegations to the Leader of Learning include:

1. Meet the requirements of the current employment contract.

2. Meet the requirements of the Leader of Learning’s Professional Standards.

3. Act as the education leader of Ormiston Primary School.

4. Maintain the culture of Ormiston Primary School.

5. Manage Ormiston Primary School effectively on a day-to-day basis within the law and in line with Board Policies.

6. Implement the (annual) operational plans and give priority to the school’s annual targets.

7. Use resources efficiently.

8. Put good employer policies into effect.

9. Oversee Learning Coaches appraisals and staff professional learning and development

10. Appointing all teaching and non-teaching staff except for the Leader of Learning and other strategic leadership team positions.

11. Keep the Board up-to-date of significant staffing changes.

12. Preserve assets (financial and property).

13. Communicate with the community on operational matters.

14. Keep the Board informed of information important to their role.

15. Report to the Board on the compliance with their policies.

16. Organise operations within the boundaries of prudence and ethics established in the Board’s Governance Policies.

17. Act as Protected Disclosures Officer [see STA Link 2001/01].

18. Appoint, on behalf of the Board, the Privacy Officer and EEO Officer.

Only decisions made by the Board acting as a Board are binding on the Leader of Learning. Decisions or instructions of individual Board members, portfolio holders or committees are not binding on the Leader of Learning except in rare circumstances when the Board has specifically authorised it.

The relationship is one of trust and support. Both parties work to ensure ‘no-surprises’.

The Leader of Learning is not restricted from using the expert knowledge of individual Board members acting as volunteers.

During any absence of the Leader of Learning from the school for more than 5 days these delegations shall be exercised by the acting Leader of Learning with the separate and prior approval of the Board Chairperson.

Leader of Learning Performance Appraisal“Guarantee every learner engages in innovative personalised world class learning”

8

Ormiston Primary SchoolThe Leader of Learning’s performance is appraised on an annual basis with the objective of ensuring high quality educational opportunities for the students of Ormiston Primary School, as well as the professional growth of the Leader of Learning.



Procedure: Leader of Learning Performance Appraisal

1. Result in a written assessment of the Leader of Learning’s performance on an annual basis, identifying any training/professional development needs for the Leader of Learning to undertake.

2. Ensure that the Leader of Learning’s performance will be formally appraised on an annual basis by the Board Chairperson or delegate(s) and, at the Board’s choice, either an independent consultant who specialises in education and is able to review the effectiveness of the education provided or other suitable trustee.

3. There will be at least two informal meetings during the review period between the Leader of Learning and Chairperson or delegate(s) to discuss progress.

4. The criteria for appraisal will be the objectives set in the performance agreement, the objectives being drawn from the school’s strategic and annual operating plans, the Leader of Learning’s job description, professional standards and Board Policies on Operations.

5. If there is any disagreement between the Leader of Learning and the Board as to the objectives, the Board, after considering the Leader of Learning’s input, will amend and confirm the amended objectives or confirm the unchanged objectives. The Board’s decision will be final.

6. The Board Chairperson or Delegate(s) may seek feedback on the Leader of Learning’s performance from staff, parents, or any other person/s who are in the position of providing feedback on how the Leader of Learning has performed.

7. The Chairperson or Delegate(s) will report back formally once a year to the Board a full and final summary report on the result of the appraisal. This will be discussed in committee. The Leader of Learning may/may not be present at the presentation and/but will have the opportunity to address the Board. The Leader of Learning will then exit and further discussion may continue among the Board.

8. The Leader of Learning will be informed personally and in writing of the final outcome following the report discussion.

9. The performance agreement and results of the appraisal are confidential to the Leader of Learning, the Board and their agents unless both parties agree to wider distribution.

10. In the event of a dispute relating to the appraisal results, the Board may choose to exercise its right to make a final decision or appoint an independent mediator to mediate. Ultimately the board will have responsibility of any final decision.

Board - Leader of Learning Relationship The performance of Ormiston Primary School depends significantly on the effectiveness of this relationship and as such a positive, productive working relationship must be developed and maintained. The Board and the Leader of Learning form the governance team and as such clear role definitions have been developed. The roles and responsibilities of the Leader of Learning and roles and responsibilities of the Board policies along with the boards agreed Code of Conduct should be read alongside this policy.

1. This relationship is based on mutual respect based on trust, integrity and ability.

2. The relationship must be professional.

3. The Leader of Learning reports to the Board as a whole rather than to individual Trustees.



4. Day-to-day relationships between the Board and the Leader of Learning are delegated to the Chair.

5. All reports presented to the Board by the staff arrive there with the Leader of Learning’s approval and the Leader of Learning is accountable for the contents.

6. There are clear delegations and accountabilities by the Board to the Leader of Learning through policy.

7. The two must work as a team and there should be no surprises.

8. Neither party will deliberately hold back important information. Leader of Learning to provide warnings and advance notice of issues in the educational community. Leader of Learning to provide opinions, alternatives and reasoning on relevant issues.

9. Neither party will knowingly misinform the other.

10. The Board must maintain a healthy independence from the Leader of Learning in order to fulfil their role.

11. The Leader of Learning should be able to share their biggest concerns with the Board.

Chairperson - Leader of Learning Relationship The Chairperson is the leader of the Board and works on behalf of the Board on a day-to-day basis with the Leader of Learning.

Therefore it is expected that:

1. A positive, productive working relationship between the Leader of Learning and the Chair is both central and vital to Ormiston Primary School.

2. This relationship is based on mutual trust and respect.

3. The two must work as a team and there should be no surprises.

4. The relationship must be professional.

5. Each must be able to counsel each other on performance concerns.

6. The Chair supports the Leader of Learning and vice versa when required and appropriate.

7. There is understanding/acceptance of each other’s strengths and weaknesses

8. Each agrees not to undermine each other’s authority.

9. There is agreement to not break confidences when assurances have been given.

10. There is agreement to be honest with each other.

11. Each agree and accept the need to follow policy and procedures.

12. Agree not to hold back relevant information.

14. Agree and understand that the chair has no authority except that granted by the Board.

15. The Chair should act as a sounding Board for the Leader of Learning both supporting and challenging in order to hold Ormiston Primary School to account for achieving the goals and targets that have been set.



The relationship principles are to be read in line with the following:

1. The Board’s agreed governance and management definitions.

2. The Board’s Roles & Responsibilities Policy.

3. The Leader of Learning Roles & Responsibilities Policy.

4. The Chairperson’s Role Policy.

5. The Trustee’s Code of Behaviour policy.

Complaints and Concerns Concerns and complaints within the school will be dealt with following complaints procedure. The principles of natural justice apply.

Board Meeting ProceduresGeneral:

● Meetings are held as per the annual agenda. ● The quorum shall be more than half the members of the board currently holding office.● The Chairperson shall be elected at the first meeting of the year except in the general election year where it will

be at the first meeting of the newly elected Board.● The Chairperson may exercise a casting vote in the case of equality of votes, in addition to his/her deliberative

vote.● Any Trustees with a conflict or pecuniary interest in any issue shall not take part in any debate on such issues

and may be asked to leave the meeting for the duration of the debate.● Only Trustees have automatic speaking rights.● The Board delegates [and minutes] powers under Sections 16 & 17 of Education Act to the Disciplinary

Committee.● The Board delegates [and minutes] authority to the Associate Leaders of Learning in the times of absence of the

Leader of Learning.

Time of Meetings:● Regular meetings commence at 4:30pm and conclude by 6:30pm.● A resolution for an extension of time may be moved.● Any business remaining on the agenda at the conclusion of the meeting is transferred to the following meeting.

Special Meetings:● A special meeting may be called by delivery of notice to the chairperson signed by at least one third of Trustees

currently holding office.

Exclusion of the Public:● The meeting may, by resolution, exclude the public and news media from the whole or part of the proceedings

in accordance with the Meetings Act.

Public Participation:● Public participation is at the discretion of the Chairperson.● Public attending the meeting are given a notice about their rights to participation in the meeting.

Motions/Amendments:


Ormiston Primary School● All motions and amendments moved in debate must be seconded unless moved by the Chairperson.● Motions and amendments once proposed and accepted may not be withdrawn without the consent of the

meeting.● No further amendments may be accepted until the first one is disposed of.● The mover of a motion has right of reply.● A matter already discussed may not be reintroduced at the same meeting in any guise or by way of an

amendment.

Termination of Debate:● All decisions are to be taken by open voting by all trustees present.

Suspension of Meeting Procedures:● Standing Orders may be suspended by resolution of the meeting.

Agenda:● Agenda items are to be notified to the Chair 5 days prior to the meeting.● Late items will only be accepted with the approval of the Board.● The order of the agenda may be varied by resolution at the meeting.● All matters requiring a decision of the Board are to be agended as separate meeting items.

● All items in the agenda are to carry a recommended course of action and where appropriate supplemented by supporting material in the agenda documentation.

● The agenda is to be collated with the agenda items placed in the agenda order and marked with the agenda number.

● Papers requiring reading and consideration will not normally be accepted if tabled at the meeting.● Papers and reports are to be sent to the board 3 working days before the meeting.

Minutes:● Secretarial services will be contracted by the Board.● The minutes are to clearly show resolutions and action points and who is to complete the action.● A draft set of minutes is to be completed and sent to the Chair for approval within 4 working days of the Board

meeting before being distributed to Trustees within 7 working days of the meeting.



GOVERNANCE POLICY DELEGATIONSList of Delegations

All delegations to be reviewed annually at the first meeting of the year

Resolutions for first meeting

Delegated Authority For Discipline Committee

Motion: Seconded:

That the powers conferred on the Board under Sections 16 and 17 of The Education Act 1989 are delegated to the Discipline Committee of the Board of Trustees, and the quorum for the Committee shall be three Trustees.

Carried

Delegated Authority For Associate Leader of Learning

Motion: Seconded:

That the Board directs that, except where the Board, at its discretion, otherwise determines, the Associate Leader of Learning shall, in the absence of the Leader of Learning from duty and for the full period or periods of such absence, perform all the duties and powers of the Leader of Learning.

Associate Leader of Learning (Named)____________________Carried

Delegated Authority For Employment Motion: Seconded:

1. The Leader of Learning together with the Board of Trustees has the responsibility to appoint all senior leadership positions holding more than two management units. 2. The Leader of Learning has the delegated authority to appoint all other staff.

Carried



SCHEDULE OF DELEGATIONSIntroduction1) This Schedule of Delegations (the Schedule) was approved by the Board of Trustees (the board) at its meeting on the

date as noted below and became effective at this date. The Schedule sets out those responsibilities that can only be exercised by the board, the responsibilities delegated to the chief executive (the Leader of Learning), and those responsibilities that the Leader of Learning can delegate to specified staff positions.

2) The purpose of the Schedule is to ensure that the effectiveness of the governance and management of the school is maintained, to provide an agreed basis by which the school’s executive management can exercise its responsibilities, and to enable the responsibilities delegated to be monitored. It is the board’s expectation that delegations made will be properly exercised and the persons who hold such delegations will be held accountable. If these principles are observed then the board can be certain its responsibilities in terms of the Education Act 1989, the Crown Entities Act 2004 and the Financial Reporting Act 1993 will have been properly fulfilled.

3) If persons who exercise responsibilities on behalf of the board have any doubts or concerns in the execution of a specific action the expectation is that they will check with the person or group who made the delegation in the first place. The intention of this expectation is that should doubt arise in the exercise of a delegated responsibility it is preferable to verify the bona fides of the intended action rather than make an error of judgement and be held accountable for this.

4) This Schedule does not in itself provide the right to executive management and staff to exercise the responsibilities delegated. The right to exercise these responsibilities must be set out in a Memorandum of Delegations which sets out the delegations and is signed by the parties involved. An outline example is set out at the end of this Schedule.

5) The Leader of Learning shall ensure that a copy of each memorandum is safely retained and shall be made available to the board, the school’s auditors and officers of any Court hearing a case related to the school’s finances.

Approval

1) This Schedule was adopted by the board and approved as a policy document at its meeting held on the date noted below.

2) When the board approved this Schedule it agreed that no variations of this Schedule or amendments to it can be made except by the majority approval of those trustees present at the board meeting.

3) As part of its approval the board requires the Leader of Learning to circulate this Schedule to all staff and for a copy to be included in the School Policy Manual (copies of which shall be available to all staff). The board requests that the Leader of Learning arrange for all new staff to be made familiar with this policy and other policies approved by the board.

Signed, Board Chairperson _____________________

On behalf of, and with the authority of the board on _____________________



Delegations retained by the board

1) The board retains for itself and does not delegate to any executive management or staff position the following responsibilities:a) Approval of all operating, capital, cashflow and property maintenance budgets and amendments to these

budgets;b) The commitment or purchase of all capital expenditure;c) The disposal of fixed assets with a cost price in excess of $10,000;d) The transfer of money to any term deposit account outside the board’s current banking arrangements;e) The appointment of any permanent staff and the salary and terms of conditions on which they are employed

which are in excess of positions funded by Ministry of Education salaries grants;f) The termination of employment of any paid employee;g) Signing applications for special grants for additional buildings, agreements to build via the Ministry of

Education’s local office;h) Formal communication and agreements with the Minister of Education and any other Minister of the Crown or

Member of Parliament;i) Responses to the Secretary of Education or any other permanent head of a Government department which was

initiated by a report, written communication, request for information or required declaration received from such persons and addressed to the board or Board Chairperson;

j) Interviews with the media and the distribution of media releases on any matter which involves the School;k) The initiation of any legal actions and any communications in relation to these actions;l) Signature of any formal or legal agreement which is in the name of the school and must involve the board.

Note: These responsibilities are in addition to those specified in Acts and regulations by which the board is bound.



Board delegations to the Leader of Learning

1) The board delegates to the Leader of Learning the responsibilities listed below:a) The day-to-day curriculum and resource management of the school and the achievement of the Government’s

key achievement areas and requirements as specified in official educational policy documents;b) The implementation of any other requirements specified by Act of Parliament, the Secretary of Education, any

other permanent head of a Government department and for individual and collective employment contracts;c) Approval of any orders for goods and services provided such orders will not exceed the board approved budget

allocations;d) The transfer of any monies between any board cheque and term deposit accounts within the board’s current

banking arrangements;e) Ordering fixed assets for which the capital expenditure has the prior approval of the board;f) The appointment of relieving and casual staff provided such appointment is within the budget allocation for this

particular person and provided this delegation is not given to any other staff member;g) Leave on full pay granted to non-teaching staff to attend school related training sessions or courses outside the

school;h) Communication with parents, officials, representatives of educational organisations and other firms and

organisations with whom the Leader of Learning deals as part of their curriculum and resource management responsibilities; and

i) Delegation in writing to specified staff positions of responsibilities according to the format set out below.Notes:

These responsibilities complement those responsibilities and achievements specified in the Leader of Learning’s annual performance agreement with the board.

During any absence of the Leader of Learning from the school for more than five days these delegations shall be exercised by the Acting Leader of Learning with the separate and prior approval of the Board Chairperson. In such an absence the Acting Leader of Learning shall sign a copy of this Schedule.

I have read and understood this Schedule of Delegations. I accept responsibility for the proper execution of the delegations assigned to me as Leader of Learning and I will exercise these in terms of the requirements set out in the board’s Schedule of Delegations.

Signed by:

Leader of Learning

________________________________ (full name) Signature ________________________

Dated ____________________________



Disciplinary Committee Terms of Reference

Purpose:To ensure that all processes relating to the suspensions of students adhere to the requirements of Education Act 1989, and its amendments, Education Rules 1999 and Ministry of Education Guidelines.

Committee Members:All members of the Board excluding the Leader of Learning. The Chair of the committee is the Board Chairperson or in the Chairperson’s absence will be determined by the committee. The quorum for the committee shall be two Trustees.

Duties and Responsibilities:The committee will:1. Act in fairness, without bias or prejudice and with confidentiality.2. Act within legislation and the MoE guidelines.3. Act only on written and agreed information, not verbal hearsay.4. Use processes of natural justice in discipline hearing procedures.5. Make recommendations on discipline matters to the Board as necessary.

The Board will be kept informed of the number of stand-downs, suspensions, exclusions and expulsions on a per meeting basis.

Delegated Authority:That the powers conferred on the Board under Sections 15 and 17 of The Education Act 1989 be delegated to the Discipline Committee of the Board of Trustees.

Finance Committee Terms of Reference

Responsibility of the BoardThe Ormiston Primary School Board of Trustees has overall responsibility for the financial management of the school. The day-to-day management of the college’s finance and budget rests with the Leader of Learning. The Finance Committee as a committee of the Board is responsible for providing guidance to the Leader of Learning for financial matters.

Purpose of the Finance CommitteeThe Finance Committee was formed to provide guidance to the Leader of Learning in the financial management of the school.

Terms of ReferenceThe Finance Committee is responsible to the Board for:

1. In association with the Leader of Learning, recommending an annual operating and capital budget, including professional development budget allocation for the Leader of Learning and the staff.

2. Determining the level of budgetary discretion available to the Leader of Learning.

3. Monitoring and reporting on the annual budget via the Leader of Learning.

4. Review on behalf of the board accounts passed for payment by the school. Advising on additional funding sources.



5. Where appropriate, assisting the Leader of Learning to prepare a financial results report, this is to be provided to the Board by the Leader of Learning at every Board meeting.

Recommending Changes to Financial Policy.

Overseeing the preparation of the annual accounts for Board approval.

1. Assisting the Leader of Learning in reporting financial performance to parents and the community.

2. Providing input into the school’s Strategic Plan.

3. Preparing special reports for consideration by the Board.

4. Annually reviewing the school’s risk management needs and insurance cover.

5. Assessing and making recommendations to the Board on requests for spending on individual items outside of budget.



GOVERNANCE POLICY PROCEDURES

Board Self-Assessment

For the purposes of reviewing its operation, the Board of Trustees of Ormiston Primary School shall use the following checklist as one example of self-assessment.

Board Self Assessment Checklist Yes No Don’t Know N/A

Our vision/purpose statement clearly communicateswhat we want to achieveOur values and beliefs are clearly stated and reflected in all our programs and activitiesWe have a strategic plan that guides our Board, staff and volunteers.Our Board and committee meetings are well-attended

Conflicts among trustees do not interfere with the Board’swork.Most Board members attend our special events

Our financial monitoring and control systems enable us to quickly identify errors and issuesThe Board’s relationship with the Leader of Learning is one of mutual trust and respectThe roles of Board members and Staff complement each other, and do not conflict.Our financial expenditures are in line with our objectives and priorities.Our stakeholders are kept aware of our major decisions and financial condition.The Board provides adequate orientation, training, and evaluation for Board members, staff, and volunteers.The Board has adequate measures to prevent conflicts of interest.Our personnel practices and procedures provide adequate protection from, and recourse for, acts of abuse or harassment.We have reason to be optimistic about our ability to dealwith whatever the future brings in the next 3 years.I am proud to be a Trustee of this school.



Handout to Meeting Visitors

This letter serves as an example of the type of letter that can be handed out to visitors who attend a Board meeting.

Welcome to the Ormiston Primary School Board of Trustees meeting

Thank you for your interest and for coming to observe our meeting today.

A Board of Trustees meeting is not a public meeting but a meeting held in public. Therefore only Trustees have automatic speaking rights. If you have something you would like to share with the Board, please talk to the Chair Karen Gibson before the meeting starts so that it can be decided whether speaking rights will be granted [and for how long] or whether your information is best dealt with at another forum.

You have been provided with the agenda for the meeting. Please note that you may be asked to leave the meeting if the Board deems it necessary to move into “committee” because of personally or financially sensitive material.

Once again, welcome.



Procedure: Board Induction

The Board is committed to ensuring continuity of business and a smooth transition when Board personnel change. Therefore,

1. New Trustees will be issued with an Orientation Pack. The pack will include a governance manual containing copies of the School’s Charter – including the Strategic and Annual/Operational Plans/Policies any other relevant material.

2. The Chairperson or Delegate will meet with new Board members to explain Board Policy and Procedures.

3. The Chairperson, or Delegate, after consultation with Board members, will recommend to the Board changes to committees.

4. The Leader of Learning and Chairperson or Delegate, will brief all new members on the organisational structure of the school, including roles and responsibilities of the Board of Trustees and the teaching and management structure of Ormiston Primary School.

5. The Leader of Learning will conduct a site visit of Ormiston Primary School for new Trustees.

6. New board members are to be advised of the professional development that is available from relevant providers.

7. After three months on the Board, the effectiveness of the induction process is to be reviewed by the Chairperson, with the new members



Induction Information

The Induction Pack for new Trustees will include:

● Access to the BoT Wiki● The Ormiston Primary School Charter● A copy of the Board of Trustees Governance Manual● Definition of commonly used terms● An Organisational Chart● A description of the Board’s role and a description of programmes and services● Staff structure and description of major roles● List of committees (with statement of purpose for each)● Paragraph on Board Liability Insurance● A quick description on meeting procedure



Induction ChecklistProvide General Information

History of School

Organisational / Board / Staff Structure

Copy of Charter

Vision of the School

Strategic Priorities, Goals and Objectives

Summary of the programmes offered

List of Board members / Staff and their contact information

Roles and Responsibilities

Reviewed Board member’s role

Reviewed Leader of Learning’s role

Reviewed Staff roles

Reviewed Committees and their roles

Discussed expectations for and of new Board members

Discussed Board Calendar of Events

Policies and Procedures

Provided new members with Board policies and procedures

Reviewed Board policies and procedures with new Board members

Financial Management

Discussed Budget process

Provided current year’s budget

Provided a copy of up-to-date audited financial statements

Provided a copy of most recent annual report

Other Information

Provided copies of minutes from previous Board meetings

Gave a tour of school

Provided prospectus and other promotional materials



Had new Board member sign required paperwork

Arranged meeting with staff


ormiston primary school governance manual 2014...

Documents