[Individual schools will have slight variations]
1. Collectively with other members of the Governing Body, a governor must:
2. Main Responsibilities
Determine the overall direction and development of the school through good governance and clear strategic planning.
Ensure that the school and its representatives function within the legal and regulatory framework of the sector and in line with the school’s governing document, continually striving for best practice in governance.
Uphold the fiduciary duty invested in the position, undertaking such duties in a way that adds to public confidence and trust in the school.
Conform to the Nolan Principles of Public Life.
3. Main Duties
Act in the best interest of the school, its beneficiaries and its future beneficiaries at all times.
Know and support the aims of the school and its mission statement and ensure that these are achieved.
Ensure the school complies with legislative and regulatory requirements, particularly those related to Safeguarding and Health and Safety, and acts within the confines of its governing document.
Maintain sound financial management of the school’s resources, ensuring expenditure is in line with its objectives, and investment activities meet accepted standard and policies.
Ensure the effective and efficient administration of the school and its resources, striving for best practice in good governance.
Maintain confidentiality about all sensitive information received in the course of their responsibilities to the school, and respect the confidentiality of information received about the school’s staff, parents and pupils.
Study relevant background and current papers Contribute his or her expertise to the discussions of the Governing Body and, if possible, at least one committee.
Participate in the appointment of members of the Senior Leadership Team.
Undertake appraisal sessions as required by the Clerk/Chair.
4. Commitment Expected from a Governor
The degree of commitment required of a governor to achieve the job description is to:
Be prepared and willing to conform to all aspects of the appointment and induction procedure required by law and the school.
Be cognisant of Quaker Business Method.
Be prepared to attend appropriate training.
Attend as many Board meetings as possible and a reasonable number of school events.
Become knowledgeable with as many aspects of school life as is practicable.
As the board are responsible and liable for the governance and functioning of the school, they are accountable in varying degrees to a variety of stakeholders, including: the relevant General Meeting, parents, pupils, the Charity Commission and Companies House. Close attention must be given to the governing document to ascertain the type of organisational structure and the range of interested parties.