1406 Governance Policy Review - 25 June 2014

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 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

Meetings will be based on the Annual Agenda

Copies of the agenda of the open session, and associated reports, will be forwarded to board members, and be available from the school office, at least two working days before the meeting

Regular meetings will commence at 1:30pm and conclude by 3:00pm

A resolution for an extension of time not exceeding half an hour may be moved

Any business remaining on the agenda at the conclusion of the meeting will be transferred to the following meeting

All resolutions and amendments moved in debate must be seconded unless moved by the chairperson

Resolutions and amendments once proposed and accepted may not be withdrawn without the consent of the meeting

No further amendments may be accepted until the first one is disposed of

The mover of a resolution has the right of reply

A matter already discussed may not be reintroduced at the same meeting in any guise or by way of an amendment

The order of the agenda may be varied by board resolution

The minutes will only record the resolutions of the board, and reports and other documents adopted by the board

The minutes will be distributed prior to the following meeting

Copies of the minutes will be available to the public from the school office

These meeting procedures may be suspended by board resolution

A special meeting may be called by delivery of a notice to the chairperson signed by at least one third of the trustees

1. Administration Matters 5 mins - (1) Apologies (2) Confirmation of minutes

2. Board Correspondence 5-15 mins

3. Financial Report 5-15 mins - Presentation and analysis of the financial accounts

4. Policy Report or Curriculum Report (see Annual Agenda) 5-15 mins

5. Strategic Goals (see Annual Agenda) 30-60 mins - Ongoing summary of progress to date - principal to report Board discussion

6. Special issues (see Annual Agenda) 30-60 mins

7. Meeting Closure 5-15 mins - (1) Comments on meeting procedures and outcomes (2) Preparation for next meeting

The board may set up committees to help carry out its responsibilities (e.g. staff appointments, discipline).

Are to be used sparingly

May use non-trustees as sources of advice but only trustees can be part of the decision making process

Assist the board chiefly by preparing policy alternatives and implications for board deliberation

Will have terms of reference that contain information about the following: Purpose, Committee members, Duties and responsibilities, Reporting procedures/schedule, Budget (if necessary)

Each trustee will annually evaluate their own contribution to the board and their individual effectiveness. The basis of this review shall be the Governance Policy.

The board chairperson will annually evaluate his/her effectiveness and performance in discussion with individual trustees and the principal.

The chairperson will co-ordinate an annual review of the effectiveness of the board of trustees and provide a report to the board on the outcomes. The review will be based on the Strategic Plan and the Governance Policy.