Foundation governors have a particular responsibility for the preservation and development of the Anglican character of the school. They need to consider how well the Instrument of Government is known to staff and governors, how well the Ethos Statement is known, and where reference may be found to it around the school and in documentation. All governors, but especially foundation governors need to ensure that the Ethos Statement is upheld in the life and work of the school.
If you feel that you could give some of your time and talents to become part of a team committed to securing high quality education for children in a Church school, why not explore this exciting and rewarding work further? Foundation governors are the ‘formal Christian presence’ on the governing body and uphold the religious foundation of the school. For more information about becoming a foundation governor please contact Liane Atkin, Assistant Director of Education, Church House, St John's Terrace, North Shields, NE29 6HS. Email: liane.atkin@drmnewcanglican.org l
The nomination form may be downloaded below or can be filled in online and sent electronically.
Foundation Governors Nomination Form
Local Academy Councillors Nomination Form
Local Governors Nomination Form
Directors of Durham & Newcastle Diocesan Learning Trust Nomination Form
Durham & Newcastle Diocesan Learning Trust Local Academy Councillors Nomination Form
Part A Directors Nomination Form
Part C Ex Officio Nomination Form
Governors Handbook
This publication should be of interest to Church school governors too. Lord Nash suggests that, "This handbook is an important step forward. It distils and sets out clearly the essential information that all governors need about their duties and responsibilities. My hope is that helps governors to be confident in their vital role."
Protocol on process for appointing foundation governor
Some of our schools have expressed confusion around the process for appointing foundation governors and requested a protocol for adoption by the governing body on the steps to be taken. A copy is now available as attached so that governing bodies can, if they wish, tailor this to their own school and adopt.
Local Academy Councillor Protocol
Process for appointing Member Directors
Just a reminder on the process for appointing directors. If your Articles of Association say that the majority of your directors are member appointed then this needs to be effected using a Member's resolution in company law which should then be kept as part of your company books. I am attaching a brief guidance note and example of a member's resolution which you would need to adapt and circulate to members together with details of skills (example of a director nomination form attached) and ask them to sign and return within 28 days. Once a majority of your members have signed and returned this will then be passed which will be the date of the appointment for the purposes of Companies House filing of the appointment and updates to GIAS. Please do let me or Suzanne know if you have any queries.
Skills Audit
A regular audit will enable a Governing Body to explore its skills and knowledge base as part of an overall assessment of its effectiveness. The information obtained will help organise committees, the delegation of specific tasks, and will help to identify future training and information needs.
Please see the NGA website for example skill audits for both governing bodies and MAT Trustees.
National Training for Chair of Governors
Being a chair of governors is a key leadership role and governing bodies are central to the effective accountability of schools and academies. A programme run by the National College for Teaching and Leadership seeks to help develop chairs of governors as leaders, focusing on essential elements of being an effective chair.
For more details, please click here.
Governors Self Evaluation
The Ofsted framework emphasises that schools need to have a robust system of self-evaluation in place. This guidance sets out how governing bodies can contribute to this process with their own self-evaluation.
Governing Body Effectiveness - Supporting Self-Evaluation
Governor Mark
Governor Mark is an approved quality standard for Governing Bodies. The quality mark is a non-prescriptive framework, which recognises that there are many approaches to achieving sustainable excellence in school governance within the leadership and management structure of the school.
The Principles of Governor Mark are:
The Quality Mark is a mechanism to achieve accreditation against an agreed quality standard and is not a training exercise.
The Quality Mark will remain active for a period of three years, after which a re-assessment will be required.
Governing bodies may use the standards and framework as a gap analysis tool.
Any training or support identified is a matter for each individual school.
You can download an assessment application form from the Governor Mark website.
Code of Conduct
The governing body is responsible for the conduct of the school, with a view to promoting high standards of educational achievement (Section 21, Education Act 2002) Governing bodies of Church schools are also responsible for upholding the Christian character of the school.
The governing body is a charitable corporate entity and acts as a group. Each governor is a Charity trustee and a holder of a public office, working as an individual within the team. Once decisions are made by the group, individuals are bound by them. Each governor must respect the confidentiality of the other members in relation to their voting or individual opinions, and also the confidentiality of those items of business that the governing body has designated as confidential.
The duties of charity trustees may be accessed by clicking here.
Governors should work under the Seven Principles of Public Life (established by the Nolan Committee in 1996) These are set out below.
Selflessness
Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits from themselves, their family or friends.
Integrity
Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might 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 merits.
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 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 interests.
Leadership
Holders of public office should promote and support these principles by leadership and example.
Many schools have incorporated these principles into a Code of Conduct for Governors.