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Dunkirk Primary School

Dunkirk Primary School

Governors

What do Governors do? 

The role of School Governors at Dunkirk Primary School is to: 

  • Set strategic direction
  • To hold school leaders to account for improving performance
  • To make sure money is well spent and resources meet the needs of the school

    To do this we provide challenge and support to the Head Teacher, drawing on our own knowledge and experience.

    We meet as a full governing body once a term (after school) and oversees the strategic development of the school alongside the Head Teacher and members of the Senior Leadership Team. There are also four termly committee meetings:

  1. Strategic Development Committee (SDC)
  2. Finance and General Purposes committee (FGP)
  3. Pupil and Personnel committee (P&P)
  4. Fun Club Management committee (childcare)

The School Improvement that we focus on are: 

  • Leadership and Management
  • Quality of Teaching
  • Behaviour and Safety
  • Outcomes for Pupils
  • Finance 

    We also have governors who cover specific monitoring roles: 

  • Early Years
  • Pupil Premium
  • Health and Safety
  • Safeguarding
  • SMSC (Spiritual, Moral, Social and Cultural Development)
  • SEN (Special Education Needs)
  • Training 
  • Curriculum areas e.g. English

    We make decisions together on matters such as performance, targets, school policies and the overall school improvement plan. 

    Governor Code of Conduct for Dunkirk Primary School

    The governing body has the following core strategic functions:

    Establishing the strategic direction, by:

  • Setting the vision, values, and objectives for the school
  • Agreeing the school improvement strategy with priorities and targets
  • Meeting statutory duties

Ensuring accountability, by:

  • Appointing the Headteacher
  • Monitoring progress towards targets
  • Performance managing the Headteacher
  • Engaging with stakeholders
  • Contributing to school self-evaluation

 

Ensuring financial probity, by:

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

As individuals on the governing body we agree to the following:

Role & Responsibilities 

  • We understand the purpose of the governing body and the role of the Headteacher.
  • We accept that we have no legal authority to act individually, except when the governing body has given us delegated authority to do so, and therefore we will only speak on behalf of the governing body when we have been specifically authorised to do so.
  • We accept collective responsibility for all decisions made by the governing body or its delegated agents. This means that we will not speak against majority decisions outside the governing body 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 government 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. Our actions within the school and the local community will reflect this.
  • In making or responding to criticism or complaints affecting the school we will follow the procedures established by the governing board.
  • We will actively support and challenge the Headteacher.

Commitment

  • We acknowledge that accepting office as a governor involves the commitment of significant amounts of time and energy.
  • We will each involve ourselves actively in the work of the governing body, 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 well and respond to opportunities to involve ourselves in school activities.
  • We will visit the school, with all visits to school arranged in advance with the staff and undertaken within the framework established by the governing body and agreed with the Headteacher.
  • We will consider seriously our individual and collective needs for training and development, and will undertake relevant training.
  • We accept that in the interests of open government, our full names, date of appointment, terms of office, roles on the governing body, 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.

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.
  • We will support the Chair in their role of ensuring appropriate conduct both at meetings and at all times, We are prepared to answer queries from other governors 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 Headteacher, staff and parents, NST, the Local Authority and other relevant agencies and the community.
  • We will not disclose information, express our views or comment on the school or instances linked to the school including through social media channels.

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 business arise outside a governing board meeting.
  • We will not reveal the details of any governing body vote.

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 body’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’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 body.

 

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 body 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 governor, such as the Vice Chair will investigate.

The Seven Principles of Public Life

(Originally published by the Nolan Committee: The Committee on Standards in Public Life was established by the then Prime Minister in October 1994, under the Chairmanship of Lord Nolan, to consider standards of conduct in various areas of public life, and to make recommendations).

Selflessness - Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.

Integrity - Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.

Objectivity - In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

Accountability - Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

Openness - Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty - Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

Leadership - Holders of public office should promote and support these principles by leadership and example.

 

 

 

Governing Body Constitution

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Term Start

Term End

 

 

Staff governors

 

 

 

 

Matthew Williams (SDC)

06 Feb 2018

05 Feb 2022

 

 

 

 

 

 

 

Headteacher

 

 

 

 

Heidi Hollis

 

 

 

 

 

 

 

 

 

Parent governors

 

 

 

 

Arshad Aslam (FGP)

19 Sep 2016

18 Sep 2020

 

 

Tendai Dube

10 Nov 2017

09 Nov 2021

 

 

Antonino La Rocca (SDC)

10 Nov 2017

09 Nov 2021

 

 

Tahmina Noor

10 Nov 2017

09 Nov 2021

 

 

Diyaa Rachdan

19 Sep 2016

18 Sep 2020

 

 

Vacancy (1)

 

 

 

 

 

 

 

 

 

Co-opted governors

 

 

 

 

Anne Adams (chair SDC)

09 Nov 2017

08 Nov 2021

 

 

Andy Bennett (Cahir FGP)

05 Oct 2016

04 Oct 2020

 

 

Jason Lucas (P&P)

25 May 2016

24 May 2020

 

 

Pauline Smith (P&P/FGP)

09 Oct 2017

08 Oct 2021

 

 

Steve Whalley (F&GP)

25 Feb 2015

24 Feb 2019

 

 

Vacancy (1)

 

 

 

 

Vacancy (2)

 

 

 

 

 

 

 

 

 

Local Authority Governors

 

 

 

 

Maria Artingstoll

23 Mar 2017

22 Mar 2021

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

No Governors recorded any financial or business interests.

 

 

  • Andy BennettChair of Governors

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  • Pauline SmithCommunity Governor

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  • Maria ArtingstollLocal Authority Governor

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  • Diyaa RachdanParent Governor

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  • Jason Lucas Co-opted Governor

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  • Anne AdamsParent Governor

    A tiny bit about me, I work as a College Executive Assistant at Nottingham Trent University where I support the Pro-Vice Chancellor for Culture and the College of Art, Architecture, Design and Humanities Management Team.  I am married with two children, Thomas and Benjamin who are both pupils at Abbey Campus. 

    I have a genuine interest in the School not only as my two sons are here, but also as I myself was also a pupil based at the Highfields Campus and I grew up in the local area.  As I really enjoyed my time at School I wanted to ensure that I could be in a position whereby my children, and others, also have an enjoyable experience at School whilst at the same time being a critical friend who is able to both support the Schools Leadership Team and teachers but also to challenge them when necessary.  The end goal is to ensure that the children, parents, staff, leadership team and Governors all work together to help the School realise and maintain its ambitions.

    My specific interests and link Governor responsibilities are in the areas of Geography and Outdoor Learning (I studied both Physical and Human Geography at University), Art, Creativity and Music (linked to my role at work) and Physical Education.

     

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