Our Governing Body

Chair of Governors

Mrs J Millard

Co-opted Governors

Mrs N Gemski

Mr D Melroy

Mr J Wainwright

Mrs H Farthing

Mr D Heslop

Mrs R Turnbull

Mrs K Blakey

Mrs T Scott

Parent Governors

Mr R Hall

Mrs R Gibbins

Staff Governor

Mrs C Nattrass

 

Governing Body Information

A Governing Body consists of people from the local community; from all walks of life, who bring with them different viewpoints, experiences, knowledge, skills and ideas. They may be parents, staff at the school, local residents or representatives of local businesses, who work together as a team, with the Headteacher and the leadership team to ensure that the school provides their pupils with the best possible education - and constantly strives to improve.

School governors are a vital part of the leadership of their school. Their work is reported on in every school’s Ofsted inspection report. The purpose of governance is to provide confident, strategic leadership and to create robust accountability, oversight and assurance for educational and financial performance. They need to set high expectations and ask challenging questions, but are not expected to make day to day decisions about how the school is managed and run. That is the job of the headteacher and senior members of staff.

The Governing body has a general responsibility for seeing the school run effectively. Governors have legal duties, powers and responsibilities. They offer support and challenge to the Headteacher who is responsible for the day to day management of the school.  The full Governing Body meets once every term.  

Governing Body Membership

membership and roles.pdf

Register of Interests

register of interests 2023 2024.pdf

Committee Structure

committee structure jan 2024.pdf

Governor Attendance 

governor attendance 2024 2025.pdf

governor attendance 2023 2024.pdf

Terms of Reference 

FULL GOVERNING BOARD

 

CHAIR:                             J Millard

VICE CHAIR (Joint):        N Gemski and J Wainwright     

Strategic Leadership and Accountability:

• Work with school leaders to set a clear vision with a focus on pupil progress, achievement and wellbeing. Ensure this is communicated to the whole organisation and reviewed regularly.
• Set the values for the Federation and ensure they are embedded and adhered to.
• Determine the strategic direction for the Federation.
• Monitor that school leaders are keeping up with their statutory duties in relation to the maintenance of the Single Central Record (SCR).
• Monitor and evaluate pupil progress and attainment by receiving reports and information from the Executive Headteacher and other school leaders; compare against national and local benchmarks over time.
• Receive reports from committees, working parties or individuals and agree actions.
• Approve the School Evaluation Form (SEF) and monitor throughout the year.
• Approve the School Improvement Plan (SIP) priorities and monitor throughout the year progress towards agreed actions.
• Review and agree the school’s Business Continuity Plan (BCP) annually.
• Ensure the wellbeing of staff and that staff workload is managed.
• Ensure there is a transparent system for performance management of all staff which is clearly linked to the school’s priorities. Have oversight of staff performance throughout the year.
• Ensure there are mechanisms in place to listen to and respond to the views of parents/carers, pupils, staff, local communities and employers.
• Agree recruitment process to be followed in relation to Senior Leader posts; where delegated ratify appointments.
• Final approval of the annual budget plan.
• Monitor the schools’ budgets throughout the year.
• Agree expenditure limits for the Executive Headteacher.
• Hold at least 3 meetings each academic year.
• Ensure that committee meetings are held in accordance with the agreed terms of reference.

 

People and Governance Structures:

• Elect and/or remove Chair of Governors and Vice Chair of Governors.
• Appoint Committee Chairs or delegate to each committee.
• Consider and agree delegation of functions to individuals or committees.
• Agree committee terms of reference and membership.
• Agree quorums for committee meetings.
• Establish and maintain a register of Governors’ business interests.
• Ensure Governors’ information on the Get Information About Schools (GIAS) register and the schools’ websites are up to date and compliant with current Department for Education (DfE) requirements.
• Confirm the Instrument of Government and subsequent amendments.
• Appoint Co-opted, Local Authority and where necessary Parent Governors to the Governing Board.
• Review and monitor the Governor Induction Process.
• Have regard for Governors professional development i.e development of an annual training plan.
• Where necessary, suspend or remove Governors from the Governing Board.
• Appoint/dismiss the Clerk to the Governing Board.

 

Compliance and Evaluation:

• Agree annually the School’s Financial Value Standard (SFVS) Self-Assessment Checklist prior to the 31 March deadline and monitor the implementation of any identified actions.
• Consider business provided by Local Authority and other sources.
• Suspend or end suspension of staff members.
• Ensure all statutory and non-statutory policies are in place and there is an effective policy review cycle.
• Review and agree the Governor Code of Conduct.
• Confirm arrangements for completion of a Governor Skills Audit.
• Ensure there is regular self-evaluation and review of individual’s contribution to the Governing Board as well as the Governing Board’s overall operation and effectiveness.
• As necessary, consider an external review of the Governing Board’s effectiveness.

 

FINANCE, PREMISES AND STAFFING COMMITTEE

•  Elect Chair

 

Finance:

• Review and agree the first formal budget plan of the financial year for approval by the full Governing Board.
• Establish and maintain an up-to-date three year budget plan, taking into account priorities in the SIP, roll projection and signals from central government and the Local Authority regarding future years’ budget.
• Ensure that priorities detailed within the SIP are appropriately costed and are reflected in the annual budget.
• Monitor the budget position statement to identify and address any anomalies from the anticipated position and report termly to the full Governing Board.
• Review and monitor outstanding debts and action taken.
• Review the Quarterly Written Report and Financial Report.
• Monitor and authorise expenditure including those over the Executive Headteacher’s delegated limit.
• Consider and approve spending decisions where competitive quotations or tenders are required in accordance with the current Contract Procedures Rules.
• Ensure the school operates within the financial regulations of the Local Authority and the requirements of the DfE SFVS.
• Monitor the implementation of any actions identified in the SFVS.
• Monitor expenditure of all voluntary funds held on behalf of the Governing Board and receive an audited annual statement of income and expenditure.
• Annually review the outcomes of the Asset Register Stock check for each school and approve the disposal of obsolete items.
• Oversee use and monitor impact of all additional grant funding e.g. Pupil Premium.
• Review and monitor the school’s website to ensure that it is accessible and fully compliant with current DfE requirements.
• Consider and promote income generation.
• Annually review income generated from lettings, fees and charges, fund raising activities and the sale of assets.
• Monitor Extended Care provision including review of annual income and expenditure statements where applicable.
• Ensure the schools have appropriate insurance cover in place.
• Annually review and adopt the schools’ Financial Procedures Manual and all other finance related policies.
• Annually review and make decisions in respect of service level agreements and other contracts and lettings.
• Make decisions on expenditure following recommendations from other committees.
• Ensure as far as is practical that health and safety issues are appropriately funded in accordance with agreed priorities.
• Annually review financial benchmarking data for each school.
• Monitor the implementation of actions arising from the Internal Audit report or of a financial nature from other inspection regime reports.
• Ensure any instances of fraud or financial irregularity are reported immediately to the Head of Education and Skills and Chief Internal Auditor and Corporate Fraud Manager.

 

Premises:

• Annually approve the Health and Safety Policy for each school ensuring that the schools meet health and safety requirements.
• Ensure actions are taken in respect of relevant health and safety legislation.
• Receive an annual Health and Safety Audit Report and monitor any arising actions.
• Ensure that premises and the learning environment are maintained and are fit for purpose.
• Provide support and oversight for the Executive Headteacher and Governing Board on all matters relating to the maintenance and development of the premises and grounds, including health and safety.
• Ensure that an annual inspection of the premises and grounds is undertaken and that priorities for maintenance and development are identified.
• Ensure professional surveys and emergency works are arranged as necessary.
• Oversee the use of premises by outside users.
• Annually review the schools’ Accessibility Plans and Asset Management/Building Development Plans.
• Receive and consider the recommendations from the annual Energy Report for both schools.
• Ensure appropriate Risk Assessments are carried out and reviewed on a regular basis.
• Ensure inspections of the schools’ site, buildings and equipment take place annually and at appropriate intervals and that reports are shared.
• Monitor data on accidents and incidents.

 

Staffing:

• Carry out an annual review of the staffing structure in consultation with the Executive Headteacher.
• Ensure the school is sufficiently staffed to operate effectively and implement the SIP.
• Oversee the recruitment and selection procedures for all staff.
• Keep under review work/life balance, working conditions and well-being including monitoring attendance management.
• Ensure that regular monitoring of the SCR is undertaken and that it is up to date and compliant with current statutory expectations.
• Ensure that the schools’ policies on safeguarding and child protection are compliant with the most recent Keeping Children Safe in Education (KCSIE) guidance and Durham Safeguarding Children’s Partnership (DCSP) expectations.

 

 

MEETINGS	At least termly
QUORUM	3
DISQUALIFICATION	Where there may be a conflict or pecuniary interest. Any Governor whose spouse/partner is involved in any staffing process.

 

Delegation to the Executive Headteacher:

 

The School Standards and Framework Act 1998

The Governing Board can delegate to the Executive Headteacher responsibility for deploying resources, subject to the provisions in the Scheme for the Financing of School’s in County Durham.

 

Expenditure:

 

Any item of expenditure up to £5000.

 

Above this limit if item was previously notified to the Governing Board.

 

Prior Finance, Premises and Staffing Committee of Chair of Governors approval (whichever is soonest to be sought outside of these limits and reported to the Finance, Premises and Staffing Committee at the earliest opportunity.

 

NOTE: Any goods/services purchased and works to be carried out are subject to the latest Durham County Council Contract Procedures Rules as published on the Schools Portal.

 

The School Staffing (England) Regulations 2009

 

The Governing Board can delegate the power to appoint outside the leadership group to:

 

• The Executive Headteacher.
• One or more Governors with the right of the Executive Headteacher to advise.
• One or more Governors and the Executive Headteacher.

 

Appointments:

The Governing Board delegates to the Executive Headteacher responsibility for the appointment of:

 

• Permanent teaching staff posts
• Permanent support staff posts
• Temporary staff

 

Dismissals:

The Governing Board delegates to the Executive Headteacher responsibility up to and

including first and final written warning for:

• All staff other than Executive Headteacher.

 

Any sanctions for the Executive Headteacher to the First/Pay Review Committee of the Governing Board.

 

CURRICULUM AND STANDARDS COMMITTEE

•  Elect Chair

 

Strategic direction and statutory areas:

 

• Review, monitor and evaluate the curriculum offer for both schools.
• Contribute to the development and monitoring of the:
• - SEF
• - SIP
• - Targets for school improvement

For both schools.

• Develop and review policies identified within the schools’ policy review programme and in accordance with its delegated powers (e.g. Relationship, Health and Sex Education (RHSE) and pupil discipline/behaviour).
• Ensure that the schools’ policies on Special Educational Needs Disability (SEND) is consistent with the Code of Practice and Equalities Act and receive termly reports from the Executive Headteacher/SEND Co-ordinator and an annual report from the SEND Governor.
• Ensure the SEND policies are monitored and reviewed regularly and that the policies are known to parents/carers.
• Ensure the schools comply with the provisions of the Equalities Act 2010.
• Where necessary ensure that all pupils have access to careers advice.

 

Curriculum and Improvement:

• Monitor and evaluate the effectiveness of leadership and management in relation to curriculum design, implementation and impact.
• Monitor and evaluate the effectiveness of curriculum design.
• Monitor and evaluate the impact of the curriculum (including reading and RHSE) for all groups of pupils.
• Monitor and evaluate the impact of continuing professional development on improving staff performance.
• Monitor and evaluate provision for all groups of vulnerable children e.g. children looked after and children in need and ensure all their needs have been identified.
• Monitor and review impact of additional grant funding e.g. Pupil Premium.
• Set priorities for improvement and monitor and evaluate the impact of improvement plans which relate to the committee’s area of operation.
• Receive reports from external sources and agree actions to address recommendations; monitor and evaluate progress made.
• Ensure all children have equality of opportunity.
• Monitor pupils’ attitudes, values and development of other personal qualities within the schools through the provision of RHSE.

 

Behaviour, Personal Development and Wellbeing:

• Ensure the schools are fulfilling their responsibilities regarding safeguarding and child protection and the requirements of KCSIE.
• Ensure Safeguarding policies are adhered to; monitor and review all safeguarding policies/procedures within the schools.
• Monitor and review data on behaviour, bullying, child on child abuse, attendance and exclusions.
• Ensure that adequate provision is made for pupil transition.

 

Engagement:

• Monitor the schools’ publicity, public presentation and relationships with parents/carers and the wider community.
• Identify and celebrate pupil achievements.
• Oversee and monitor arrangements for out of hours provision, extra-curricular activities and educational visits including overnight stays.
• Ensureall statutory requirements for reporting and publishing information are met.
• Review and monitor the school’s website to ensure that it is accessible and fully compliant with current DfE requirements.
• Ensure the schools work well with their community, with parents and other schools.

 

MEETINGS	At least termly
QUORUM	3
DISQUALIFICATION	None

 

 

PUPIL DISCIPLINE COMMITTEE

• Elect Chair
• Consider representations from parents/carers in the case of suspensions in line with statutory guidance.
• Consider the appropriateness of any permanent exclusion or any exclusion where one of more suspensions total more than 15 school days in one term or where a pupil is denied the chance to take a public examination in line with statutory guidance.

 

MEETINGS	As and when required.
QUORUM	3
DISQUALIFICATION	·       Where there may be a conflict or pecuniary interest. ·       Any Governor whose spouse/partner is involved.

 

 

COMPLAINTS COMMITTEE

 

• Elect Chair
• Consider complaint in accordance with the schools’ Complaints Procedure.

 

The Complaints Committee will consist of at least three Governors with no prior involvement or knowledge of the complaint.

 

MEETINGS	As and when required.
QUORUM	3
DISQUALIFICATION	·       Executive Headteacher. ·       Chair of Governors (if have prior knowledge). ·       Any Governor (if have prior knowledge). ·       Where there may be a conflict of interest. ·       Staff

 

 

FIRST / PAY REVIEW COMMITTEE

 

 

• Elect Chair.
• Annually agree the Teachers’ Pay Policy.
• ActinaccordancewiththeTeachers’PayPolicywhencarryingouttheannual

    review of teachers’ salaries.

• Consider any requests made in accordance with Human Resources (HR) policies e.g.

     leave of absence etc. (unless delegated to the Executive Headteacher).

• Make any decisions under HR procedures adopted by the Governing Board e.g. disciplinary,grievance, ill-health, capability etc.(Unless delegated to the Executive Headteacher).

• Lifting staff suspensions.
• Deal with matters relating to staffing reductions, restructures and changes to the permanent school staffing structures.

 

MEETINGS	At least annually.
QUORUM	3
DISQUALIFICATION	·       Executive Headteacher. ·       Chair of Governors (if have prior knowledge). ·       Where there may be a conflict of interest. ·       Any Governor whose spouse/partner is involved. ·       Staff (annual pay review or matters related to a staffing reduction process).

 

APPEALS COMMITTEE

•  Elect Chair.
• Consider any appeal against a decision made under the HR policies adopted by the Governing Board.
• Consider any appeal against a decision made by the First/Pay Review Committee during the annual review of teachers’ salaries.
• Consider any appeal against selection for redundancy through a staffing reduction process.

MEETINGS	As and when required.
QUORUM	3
DISQUALIFICATION	·       Executive Headteacher. ·       Chair of Governors (if have prior knowledge). ·       Any Governor involved in the original hearing. ·       Where there may be a conflict of interest. ·       Any Governor whose spouse/partner is involved. ·       Staff (appeals in relation to salary or staffing decisions).

 

EXECUTIVE HEADTEACHERS PERFORMANCE REVIEW COMMITTEE

LEAD GOVERNORS: N Gemski and J Millard

 

 

• Elect Chair.
• Set,with the support of the Local Authority Advisor the Executive Headteacher’s annual performance objectives.
• Monitor throughout the year the performance of the Executive Headteacher against agreed performance objectives.
• Review,with the support of the Local Authority Advisor achievement of performance objectives.
• Make recommendations to the First/Pay Review Committee in respect of the Executive Headteacher’s annual pay progression.

MEETINGS	Autumn Term plus monitoring meetings.
QUORUM	2
DISQUALIFICATION	·       Executive Headteacher. ·       Staff.

Code of Conduct

 

 

 

 

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

 

NGA recognises the following as the fourth core function of governance:

 

Ensure that other key players with a stake in the organisation get their voices heard by:

• Gathering the views of pupils, parents and staff and reporting on the results.
• Reaching out to the school’s wider community and inviting them to play their part.
• Using the views of stakeholders to shape the school’s culture and the underpinning strategy, policies and procedures.

 

 

 

 

 

Role & Responsibilities 

• We understand the purpose of the board and its strategic role.
• We understand how the role of the board differs from and works with others including the headteacher and where appropriate, executive leaders, trust boards and academy committees.
• We accept that we have no legal authority to act individually, except when the board has given us delegated authority to do so, and therefore we will only speak on behalf of the governing board when we have been specifically authorised to do so.
• We accept collective responsibility for all decisions made by the board or its delegated agents. This means that we 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 our responsibility to maintain and develop the ethos and reputation of our school/group of schools. Our actions within the school and the local community will reflect this.
• 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 polices 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 they might be different to 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.
• We will avoid, as far as possible, becoming involved in any communication which may lead to a conflict of interest with the role of the governing board.

 

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).

 

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 will confront malpractice by speaking up against and bringing to the attention of the relevant authorities’ any decisions and actions that conflict with the Seven Principles of Public  Life (see annex) or which may place pupils at risk.
• 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.

 

Adopted by the governing board of Langley Moor Primary School (September 2023)

Annex