Code of Conduct for The Priory School Governing Board
This code sets out the expectations on, and commitment required from, Governors at The Priory School in order for the Governing Board to carry out its work within the school and the community.
1 The Governing Board has the following core strategic functions:
1.1 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
1.2 Ensuring accountability, by:
– Appointing the Headteacher
– Monitoring progress towards targets
– Performance managing the Headteacher
– Engaging with stakeholders
– Contributing to school self-evaluation
1.3 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
2 As TPS Governors:
2.1 Role & Responsibilities
• We understand the purpose of the Governing Board and the role of the Headteacher.
• We accept that we have no legal authority to act individually, except when the Governing 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 Governing Board or its delegated agents. This means that we will not speak against majority decisions outside the Governors’ 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. 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.
Please also refer to the TPS Governor Commitment document which explains what specifically is involved in being a Governor at TPS.
• 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 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 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 Board and agreed with the Headteacher.
• We will consider seriously our individual and collective needs for training and development, and will undertake relevant training
• We will work as a team and actively promote constructive working relationships.
• 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, the local authority and other relevant agencies and the community.
• We will observe complete confidentiality when matters are deemed confidential or where they concern specific members of staff or students, 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 Board vote.
2.5 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 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.
3 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 Governor, such as the vice chair will investigate.
4 The Seven Principles of Public Life
As advocated by the Nolan Committee we will carry out our responsibilities as Governors guided by the seven principles of public life:-
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.