Welcome to our Governors’ section.
Please find below details of how our Governing body is structured, including the names, categories, responsibilities and terms of appointment for each Governor.
We have also provided a Register of Governor Interests and an Annual Statement of Issues for your information.
The Governing Body
The Governing Body has a responsibility to oversee the effective management of the school and ensure the school fulfils all statutory obligations.
Sue Cobb (CoG), Stacey Coupland, Kay Davies (Chair), Emily Duffy, Ashley Mace, Nigel Helm (HT)
Resources Committee:
Neil Manson (Chair), David James, Nigel Helm (HT), Michelle Vaughton, Sue Cobb (CoG)
Inclusion and Pastoral Care:
Louise Wilson (Chair), Carley Adams, Stacey Coupland, Nigel Helm (HT), Sue Cobb (CoG)
Pay Committee:
Kay Davies, Neil Manson and Louise Wilson
Pupil Discipline & Exclusion:
3 eligible governors
Appeals:
3 eligible governors
Headteacher Performance Management:
Sue Cobb, Michelle Vaughton
Staff Disciplinary:
3 eligible governors
Staff Disciplinary Appeals:
3 eligible governors
Specific Areas of Responsibility
Link Governor(s)
Health and Safety
David James
Inclusion/SEN
Sue Cobb/Louise Wilson
Safeguarding/PREVENT
Carley Adams
Finance
Neil Manson
EYFS
Stacey Coupland (Yr R), Louise Wilson (Yrs 1 & 2)
SIAMS/Foundation
Emily Duffy
Pupil Premium
Louise Wilson
Maths
Kay Davies
HR
Michelle Vaughton
Data
Kay Davies
Literacy
Sue Cobb
Systems & Processes
David James
Equalities
Carley Adams
Who School Governors are
Governing bodies are made up of all sorts of people who contribute in many different and complementary ways.
Almost anyone can be a school governor, unless they are:
under 18, or
disqualified because of such things as bankruptcy and recent prison sentence
What Governors do
Governing bodies have a very wide range of powers and responsibilities. They include supporting the school in five key areas:
employment of staff
oversight of the curriculum
use of financial resources
welfare of pupils
up-keep of the premises
In an effective governing body, governors make strategic decisions:
set the framework for decision making by setting policy and budgeting to meet priorities;
keep informed about what the school is doing to implement policy and what is happening to monitor and evaluate the quality of education experienced by the children;
regularly evaluate their own performance and seek ways to become more effective
Governors at Longfleet:
meet as a full governing body once a half term
meet as a smaller committee (either ‘Teaching and Learning’ or ‘Resources’) once a half term
may be linked to a specific area of school life e.g. Literacy, Maths, SEN, Boys, Collective Worship
will often visit the school for a variety of different activities e.g. assemblies, celebrations, INSET days, walking tours of the school
Governors are NOT responsible for the day-to-day running of the school. This is the job of the Headteacher and staff.
If you would like to speak to the Chair of Governors please send a request via the school office. Governors will usually also be available on Parents Evenings.
Could You Be a Governor?
The governing body includes parents and professionals from all walks of life. If you think you would like to help the school evolve, the documents below give an introduction to the role and responsibilities of Governors.
More general information about being a governor can be found on these websites here:
This code of conduct is based on the NGA 2015 version. It sets out the expectations on and commitment required from school governors and trustees in order for the governing board to properly carry out its work within the school and the community. ‘School’ includes academies, and it applies to all level of school governance.
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
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 have responsibility for determining, monitoring and keeping under review the broad policies, plans and procedures within which the school operates.
We recognise that the headteacher is responsible for the implementation of policy, day to day management of the school and the implementation of the curriculum.
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. We have a responsibility for preserving and developing the school as a Church 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.
Commitment
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.
Relationships
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.
Confidentiality
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 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 body.
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.
Adopted by the Governors of Longfleet Primary School - September 2020
Business Ethics and Declaration of Interests
It is important that the governors and staff not only act impartially, but are also seen to act impartially. In May 1996 the Nolan Committee published a report on standards in public life as applicable to local public spending bodies, including schools. The report identified seven principles, which should be applied in public life. These are: selflessness, integrity, objectivity, accountability, openness, honesty and leadership. One important means by which a school may demonstrate that it is applying these principles is by maintaining a Register of Business Interests.
The governing body and school staff have a responsibility to avoid any conflict between their business and personal interests and affairs and the interests of the school. Paragraph 2.9 of the “Scheme of Local Management of Schools” requires that a register of business interests must be maintained for both Governors and the Headteacher (and staff with significant financial responsibilities), which must be freely available for inspection by governors staff and parents.
The register must include all business interests such as directorships, share holdings and other appointments of influence within a business or other organisation, which may have dealings with the school. The disclosures should also include business interests of relatives and other individuals who may exert influence. Schools should ensure the register is up to date and complete, includes all governors and relevant staff and in this regard signed and dated nil returns are also required.
Register of Governors Attendance at Meetings 2019-2020
Full Governing Body
Full Governing Body - 16th September 2019
Full Governing Body - 9th December 2019
Full Governing Body - 4th May 2020
Full Governing Body - 22nd June 2020
Nigel Helm (HT)
Present
Present
Present
Present
Michelle Vaughton (Chair)
Present
Present
Present
Present
Carley Adams
Present
Present
Present
Present
Sue Cobb
Present
Present
Present
Present
Stacey Coupland
Present
Present
Present
Present
Kay Davies
Apologies
Present
Present
Present
Emily Duffy
Present
Present
Present
Present
Gayle Fellows
Present
Present
Present
Apologies
David James
Present
Present
Present
Present
Ashley Mace
Present
Present
Apologies
Present
Neil Manson
Present
Present
Present
Present
Louise Wilson
Present
Present
Present
Present
Resources
NB: committee meetings were cancelled from March to July due to the Covid 19 pandemic
Resources - 18th November 2019
Resources -9th March 2020
Michelle Vaughton (Chair)
Present
Present
Nigel Helm (HT)
Present
Present
James Wallace-Hadrill
Present
Present
David James
Present
Present
Neil Manson
Present
Present
Stacey Coupland
Present
Present
Teaching and Learning
NB: committee meetings were cancelled from March to July due to the Covid 19 pandemic
Teaching and Learning - 24th September 2019
Teaching and Learning - 5th November 2019
Teaching and Learning - 21st January 2020
Sue Cobb (Chair)
Present
Present
Present
Nigel Helm (HT)
Present
Present
Present
Kay Davies
Apologies
Apologies
Present
Emily Duffy
Present
Present
Not Present
Gayle Fellows
Present
Present
Present
Ashley Mace
Present
N/A
Present
Inclusion and Pastoral Care
NB: committee meetings were cancelled from March to July due to the Covid 19 pandemic
Inclusion and Pastoral Care - 22nd October 2019
Inclusion and Pastoral Care - 28th January 2020
Louise Wilson (Chair)
Present
Apologies
Carley Adams
Present
Present
Kay Davies
Apologies
Present
Stacey Coupland
Present
Present
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