The Governing Board is currently made up of 13 members (including the Headteacher, Julie Bratt, and a member of the teaching staff, Rebecca Roberts). We are all volunteers and give our time freely because we care about our school and the children and staff who work there. Everybody involved with our school knows ONLY OUR BEST WILL DO.
There are three different types of governors in our school:
Co-opted Governors -- We have 6 co-opted governors who are appointed by the Governing Board on the basis that they have the skills required to contribute to the effective governance and success of the school.
Local Authority Governors -- These governors are proposed by the local authority. We have only one of this type of governor on our governing board.
Parent Governors -- Parent governors are elected by parents and carers of children attending our school. We have four parent governors.
Introducing the Governing Board:
Head Teacher Julie Bratt
Deputy Head teacher Sue Shepherd (Associate Member)
Chair of Governors Cath Ratcliffe (Local Authority Governor)
Vice Chair Adrian Marsh (Co-opted)
Clerk to the Governor Alun Morgan
Parent Governors Daniel Dunbar, Susan Mountford, James Thorley
Staff Governor Becky Roberts
Co-opted Governors Penny Hunt, Chris Jones, Keith Lockley, Diane Rowlands, David Dale.
Associate Member Don Hickman
What is a Governing Body?
In England, Wales and Northern Ireland, every state school has a governing body, consisting of specified numbers of various categories of governors depending on the type and size of school. Governors are unpaid, but they may be reimbursed for expenses for such as the care of dependants or relatives and travel costs. At Albrighton Primary School we call this the Board of Governors. Our role as the Board of Governors is to:
- Ensure clarity of vision, ethos and strategic direction for the school
- Hold the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff
- Overseeing the financial performance of the school and making sure its money is well spent
The Governing Body meet once a term as a whole group and more regularly as members of various committees. The School Governors have legal duties, powers and responsibilities. The Governors can only act collectively and not as individuals They are made up of parents, members of the public ,members of staff and community representatives.
The Board of Governors meets every term and at each meeting we receive a report from the head teacher, updates on the educational attainment of the pupils, approve school policies and look at planning and performance from teachers that have a responsibility to lead on the different curriculum subjects across the school.
As well as the Board meetings we have several sub-committees that look at issues in more detail. These sub-committees usually meet every term
.At least once a term we hold an informal meeting to discuss any issue that is causing concern to individuals, small groups of people or the whole Governing Body. We usually meet in an evening convenient for most members at the Chairs house.
Term of COMMITTEE ADDITIONAL
NAME. OFFICE / ENDS MEMBER RESPONSIBILITIES
Cath Ratcliffe 4 years March 2018 Curriculum ( Chair ) Teaching & Learning & CPD
Chair Performance Management SSGC Link
Salaries & Grading (Chair) Safer Recruitment Premises,Security,Health &
Finance & General Personnel
Staff Discipline / Dismissal
Adrian Marsh Pupil Discipline (Chair) Curriculum
VIce Chair Staff Discipline (Chair)
Salaries & Grading(Reserve)
Penny Hunt 4 years March 2019 Curriculum Child Protection &
Staff Discipline Safeguarding
Salaries & Grading Literacy
Pupil Discipline Safer Recruitment
Penny is also on the Board of Governors at Old Hall Wrekin Trust Wellington and Wrekin College.
Keith Lockley 4 years March 2018 Finance/General Personnel (Chair) ICT/E-Safety
Premises, Security, Health &Safety (Chair)
Chris Jones 4 years March 2019 Curriculum SEND
Performance Management,Salaries EYFS
& Grading Safer Recruitment
Appeals: Staff Discipline / Dismissal
Daniel Dunbar 4 years Nov 2019 Curriculum
Premises,Security,Health & Safety
Finance & General Personnel
Susan Mountford 4 years Nov. 2019 Curriculum Maths
Finance & General Personnel
Rebecca Roberts Staff Rep Oct.2018 Curriculum Pupil & Sports
James Thorley 4 years Oct.2021 Staff Discipline/Appeals
Premises,Security,health & Safety
David Dale 4 years Oct 2021 Finance& General Personnel
Staff Discipline / Appeals
Pupil Discipline (Reserve)
Dianne Rowland 4 years Oct 2021 Finance & General Personnel
Sue Shepherd Curriculum
Don Hickman (Associate) Premises
The minutes of the Board of Governors Meeting and the Sub Committees are available from the office or by clicking the link.
Would you like to be a Governor at Albrighton Primary School ?
Becoming a Governor is a responsibility-------but there is training available to help us carry out this role. If you would like to find out more about becoming a Governor please contact the school or have a chat with the Chair of Governors.
The Governors are requested annually to review, declare and sign a register declaring any business interests they may have in any item on the agenda. This was done at the meeting on 23rd November 2015. All Governors reviewed and signed their declaration of business interest form for a further twelve months and noted that a nil return was required.
Code of Conduct for Albrighton Primary School Governing Board
'Only Our Best Will Do!'
This is our Mantra for all aspects of school Life and we, the School Board of Governors, have a duty to ensure that this is also our motto.
The governing board 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
How schools spend their money has a profound impact on pupils` achievement and future prospects. We should be working to make savings, spend our funds prudently and making the most of our money in order to invest in teaching and learning thus giving our children the best quality of education.
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 board we agree to the following:
Role & Responsibilities
- We understand the purpose of the board and the role of the headteacher.
- 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 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.
- 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 accept that in the interests of open government, our names, terms of office, roles on the governing body, category of governor and the body responsible for appointing us will be published on the school’s website.
- 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, 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 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 board 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 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’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.
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.
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.