Board Roles and Responsibilities

Context

The Board of Trustees’ key areas of contribution are focused on four outcome areas:

  • Leadership, by setting the strategic direction of the school.
  • Representation of the school’s community, parents, staff and children enrolled at the school.
  • Accountability, through the monitoring of the school’s performance and compliance to all relevant laws.
  • Employer Role

Purpose of the Board Roles and Responsibilities Policy

The purpose of Board Roles and Responsibilities is to clearly define the roles and responsibilities of the Board of Trustees in relation to representation, leadership, accountability and in the employer role.

Policy

The Board is responsible for overseeing the strategic direction and creation of policy including the Charter.  The Board shall not cause or allow any practice, activity or decision that is unethical, unlawful, and imprudent or which violates the Board’s Charter or expressed values or commonly held professional ethic.

Roles and Responsibilities
The roles and responsibilities of the Board are to:

  1. Set the strategic direction and long-term plans and monitors the Board’s progress against them.
  2. Monitor and evaluate student progress and achievement.
  3. Protect the special character of the school (Special Character Schools).
  4. Appoint, assess the performance of and support the Principal.
  5. Approve the budget and monitor financial management of the school.
  6. Effectively manage risk.
  7. Ensure compliance with legal requirements.
  8. Ensure Trustees attend Board meetings and take an active role.
  9. Approve major policies and programme initiatives
  10. Acknowledge the Principles of the Treaty of Waitangi, the bi-cultural foundations of Aotearoa NZ and the Ahikaaroa (long relationship to the land) of Ngati Whatua Orakei.
  11. Approve and monitor human resource policy/procedures which ensure effective practice and contribute to its responsibilities as a good employer.
  12. Deal with disputes and conflicts referred to the Board as per the school’s concerns and complaints procedures.
  13. Represent the school in a positive, professional manner.
  14. Oversee, conserve and enhance the resource base.
  15. Effectively hand over governance to new Board/Trustees at election time.

Relevant Legislation
Including but not limited to;

  • Education Act 1989
  • Employment Relations Act 2000
  • Privacy Act 1993
  • Treaty of Waitangi

Document Management and Control

Policy / Document Owner: Orakei School Board of Trustees
Governance Policy Number: CP1
Prepared or Reviewed By: W Pihema
Authorised By: The Board of Trustees
Date Policy Approved and Resolution No.: June 12 2017 / 2.6.17
Date Last Reviewed:
Review Frequency: Triennial
Date of Next Review: June 2020

 

Document History
Review Date: Review Outcome:

 

Standards and Procedures

The standards and procedures associated with the roles and responsibilities of the Board are:

  1. Set the strategic direction and long-term plans and monitors the Board’s progress against them;
  • The Board leads the annual Charter review process
  • The Board reviews and sets the strategic aims by December each year.
  • The Board approves the Annual Plan and targets and ensures the Charter is submitted to the Ministry of Education (MoE) by 1 March each year
  • Regular Board meetings include a report on progress towards achieving strategic aims
  • The Charter is the basis for all Board decision making.
  1. Monitor and evaluate student progress and achievement;
  • The Board approves an annual review schedule covering curriculum and student progress and achievement reports
  • Reports at each regular Board meeting, from Principal, on progress against Annual Plan, highlight risk/success
  • Targets in the Annual Plan are met, the curriculum policy is implemented and there is satisfactory performance of curriculum priorities.
  1. Protect the special character of the school (Special Character Schools);
  • Special character is obviously considered in all Board decisions
  • Special character report is included at every Board meeting as part of the Principal’s report.
  1. Appoint, assess the performance of and support the Principal;
  • Principal’s performance management system in place and implemented.
  1. Approve the budget and monitor financial management of the school;
  • Budget approved by in March each year
  • Satisfactory performance of school against budget.
  1. Effectively manage risk;
  • The Board has an effective governance model in place
  • The Board remains briefed on internal/external risk environments and takes action where necessary
  • The Board identifies ‘trouble spots’ in statements of audit and takes action if necessary
  • The Board ensures the Principal reports on all potential and real risks when appropriate and takes appropriate action.
  1. Ensure compliance with legal requirements;
  • New members have read and understood the governance framework including policies, the school Charter, Board induction pack and requirements and expectations of Board members
  • New and continuing members have kept aware of any changes in legal and reporting requirements for the school. Board has sought appropriate advice when necessary
  • Accurate minutes of all Board meetings, approved by Board and signed by Chair
  • Individual staff/student matters are always discussed in public excluded session
  • Board meetings have a quorum of one more than half the number of trustees of which one must be either Chair or Principal.
  1. Ensure Trustees attend Board meetings and take an active role;
  • Board meetings are effectively run
  • Trustees attend Board meetings having read Board papers and reports and are ready to discuss them
  • Attendance at 80% of meetings (min.)
  • No unexplained absences at Board meetings (3 consecutive absences without prior leave result in immediate step down) Refer Education Act 1989, s104 (1) (c).
  1. Approve major policies and programme initiatives;
  • Approve programme initiatives as per policies
  • The Board monitors implementation of programme initiatives.
  1. Fulfil the intent of the Treaty of Waitangi by valuing and reflecting New Zealand’s dual cultural heritage;
  • The Treaty of Waitangi is obviously considered in Board decisions
  • The Board, Principal and staff are culturally responsive and inclusive.
  • The unique relationship of Ngati Whatua Orakei with the school is considered.
  1. Approve and monitor human resource policy/procedures which ensure effective practice and contribute to its responsibilities as a good employer;
  • Becomes and remains familiar with the broad employment conditions which cover employees (i.e. staff employment agreements and arrangements)
  • Ensures there are personnel policies in place and that they are adhered to e.g. Board of Trustees Code of Conduct
  • Ensures there is ongoing monitoring and review of all personnel policies.
  1. Deal with disputes and conflicts referred to the Board as per the school’s concerns and complaints procedures;
  • Successful resolution of any disputes and conflicts referred.
  1. Represent the school in a positive, professional manner;
  • Code of behaviour adhered to.
  1. Oversee, conserve and enhance the resource base;
  • Property/resources meet the needs of the student achievement aims.
  1. Effectively hand over governance to new Board/Trustees at election time;
  • New Trustees provided with governance manual and induction
  • New Trustees fully briefed and able to participate following attendance at an orientation programme
  • Appropriate delegations are in place as per s66 Education Act
  • Board and Trustees participate in appropriate professional development.