1006 Governance Policy Review 15 June 2010

The Governance Policy emphasises strategic leadership rather than administrative detail, makes a clear distinction between governance and staff roles, concentrates on the future rather than the past or present and is pro-active rather than reactive.

All elected, appointed and co-opted trustees, whether they are parent, staff or student representatives, come to the board entrusted to ensure effective governance despite the different perspectives they bring to board discussions.

Individuals are neither advocates nor delegates with sectional interests but work for positive outcomes for all concerned.

Set, and as needed, modify, the Vision, Values and Mission

Ensure that there is a sensible and feasible Strategic Plan

Approve and monitor the Annual Plan

Monitor and evaluate student learning outcomes

Develop and review the Governance Policy and the Board Operations Policy

Appoint, assess the performance of and nurture the principal

Act as good employers

Provide financial stewardship

Approve major policies and programme initiatives

Build a broad base of community support

Exercise governance in a way that fulfils the intent of the Treaty of Waitangi by valuing and reflecting New Zealand’s dual cultural heritage

Ensure the needs of all students and their achievement is paramount

Be loyal to the organisation and its mission

Respect the integrity of the principal and staff

Observe the confidentiality of non-public information acquired in their roles as trustees and not disclose to any other persons such information that might be harmful to the school

Be diligent and attend board meetings prepared for full and appropriate participation

Ensure that individual trustees do not act independently of the board’s decisions

Speak with one voice through the board’s adopted policies and ensure that any disagreements with the board’s stance are resolved within the board

Avoid any conflicts of interest with respect to their fiduciary responsibility

Recognise the lack of authority in any individual trustee or subgroup of the board in any interaction with the principal or staff

Recognise that only the chairperson can speak for the board

Continually self-monitor their individual performance as trustees against the Governance Policy and participate in the annual Board Review

Spokesperson for the board on strategic leadership matters

Establish and maintain an ongoing working relationship with the principal

Build an effective team

Ensure that the principal’s Performance Agreement and Appraisal are completed on an annual basis

Protected Disclosure Officer

Receive correspondence addressed to the board and direct all correspondence that does not relate to the board’s strategic leadership role to the principal

Chair meetings

Ensure that meeting discussion content is only concerned with issues that relate to the board’s strategic leadership role

Ensure that deliberation is fair, orderly, thorough, limited to time and kept to the point