GOVERNING CODE OF CONDUCT (2018)

 Code of Conduct for Greenholm Governing Board

1) Introduction

The following Code of Conduct applies to governors, trustees and members at all levels of school

governance and promotes effective working practices that are mutually supportive,

respectful of roles and responsibilities.

2) General

School governors, Trustees and Members make an invaluable contribution to the lives of our children. Being a

governor involves significant amounts of time and energy. All those elected or appointed to

Governing Boards should fulfil their duties in line with the law, the Governance

Handbook and the seven principles of public life (see 3.1). In addition governors and

trustees should comply with the DfE Competency Framework for Governance, which

expects all those involved in governance to be:

• Committed;
• Confident;
• Curious;
• Challenging;
• Collaborative;
• Critical, and
• Creative.

Where a prospective governor has been or is already a governor of another school, the

Chair should speak to the Chair of the other Governing Board to discuss both the skills of the

individual and, where appropriate, their capacity to commit sufficient time to serve effectively

on another Governing Board.

The Education Funding agency EFA, expects Governing Boards and academy trusts to monitor and account for the

circumstances within which it is genuinely appropriate for any individual to be a governor of

more than one school, and give careful consideration as to whether it is in the interests of

their school(s) to re-appoint governors and office holders for successive terms.

3) Standards of conduct, behaviour and practice

As individual governors of Greenholm School Governing Board we will play our part in setting an

ethos of professionalism and high expectations of the governor role. We will:

3.1) Abide by the Seven Principles of Public Life

The principles are included as an appendix to this Code of Conduct.

3.2) Support the elimination of discrimination and advance equality of opportunity

We recognise that Birmingham is, outside of London, the UK’s most diverse city, made up of

a wide range of cultural, faith and other communities. The City benefits from positive

community cohesion within this diversity. We share the equality objectives of BCC and are

mindful of our responsibilities under equality legislation, including recognising and GOVERNING CODE OF CONDUCT 2017 STEVE SHORROCK

encouraging diversity and inclusion.

3.3) Ensure that the school or academy follows all relevant policies and procedures

to ensure that young people in need of protection are effectively safeguarded

3.4) Remain focused on our three core strategic functions of:

 ensuring clarity of vision, ethos and strategic direction;

 holding the Headteacher to account for the educational performance of the school, and

 overseeing the financial performance of the school and making sure its money is well

3.5) Attend meetings and take a full part in the Governing Board

Accepting the office of governor at Greenholm School involves the

commitment of significant amounts of time and energy. We will make full efforts to attend all meetings, get to know the school or academy well and respond to opportunities to involve ourselves in school activities.

3.6) Demonstrate a professional attitude

By attending regularly, being punctual, reading all relevant paperwork before meetings,

arriving prepared to make an informed and positive contribution and by observing meeting

protocols.

3.7) Work as members of a team and promote effective working relationships

We will seek to develop effective working relationships with the Headteacher, staff, parents, EFA other relevant agencies and the community.

We will always be mindful of our responsibilities to maintain and develop the

ethos and reputation of the 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 or Trustees.

3.8) Express views courteously and be respectful in all communication

3.9) Respect lines of demarcation and the role of the Headteacher to manage the school/academy

As governors we accept that our role is strategic and focused on the three core functions

referred to in 3.4 of this code. We will not involve ourselves in the day-to-day management

of the school/academy or attempt to micromanage senior leaders. Any visits that we

undertake at the school/academy will be arranged in advance with relevant staff, be agreed

by the Headteacher (and or Executive Leader as appropriate) and be within the framework

established by the Governing Board.

3.10) Acknowledge majority decisions, except those that conflict with the Nolan

principles of public office, the core functions of the Governing Board or may

fail to ensure the safety of pupils

We will confront malpractice by speaking up against and bringing to the attention of the

relevant authorities’ any decisions and actions that conflict with the Nolan principles of public

office or which may place pupils at risk.

3.11) Respect the duty of confidentiality to the School, any member of

staff or pupil at the school

When asked to do so by the Governing Board especially in relation to matters concerning

individual staff, pupils or parents.

3.12) Undertake induction training as a minimum and any other training that is

required to be effective in the role GOVERNING CODE OF CONDUCT 2017 STEVE SHORROCK

We will request, and attend induction training, both at the LA and school based, as soon as is reasonably practicable following appointment as new governors. We will continually evaluate our performance as individual governors and undertake any training that is required to be effective in our role.

3.13) Declare conflicts of interest

We recognise that a conflict of interest can arise when an individual’s personal or family interests conflict with those of the school. We will declare any business, personal or other interest that we have in connection with the Governing Board, the School or Academy in general for recording in the register of business interests including the following:

 links with individuals, businesses, contractors etc;

 directorships, shareholdings or other appointments where the school may purchase goods or services from or who are directly employed by the school, and

 interests of related persons such as parent, spouse, co-habitee, child or business partners where influence could be exerted by that person over a governor or a member of staff.

We will withdraw for an appropriate length of time from any meeting or discussion of the

Governing Board when our governor colleagues agree that there is a conflict of interest.

3.14) Be transparent

As the Governing Board our first line of accountability is to parents, the wider school or

academy and local community. We will demonstrate transparency by publishing on the

school website up to date details of the structure of the Governing Board and any

committees, together with the names of the School’s/Academy’s governors and their

particular roles and responsibilities within that structure. We will also publish on the

school/academy website the register containing the relevant business interests of governors

and details of any other educational establishments they govern.

We will comply with the requirement to provide details about people involved in governance

at our School or Academy, via Edubase and keep the information up to date.

We are committed to publishing an annual statement setting out the key issues that have

been faced and addressed by the Governing Board over the last year, including an

assessment of the impact of the Governing Board on the school/academy.

4) Breach of this Code of Conduct

If following investigation it is deemed that this Code of Conduct has been breached by a

member of our Governing Board and the matter cannot be resolved in a constructive way,

then the Governing Board will consider their suspension or, in some circumstances, removal

from the Governing Board.

Adopted by (Name of School Governing Board) on (date)

Signed …………………………………. (Chair of Governors)

For clarification or any queries please contact: This email address is being protected from spambots. You need JavaScript enabled to view it. GOVERNING CODE OF CONDUCT 2017 STEVE SHORROCK

Appendix: 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 and they should give reasons for their decisions. Information should be restricted 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.