This is a voluntary post and is not remunerated. DfE guidance suggests that governors should be prepared to commit ten to twenty days per annum in total towards the effective governance of a school.
Accountable to the Chair of the Governing Body.
A governor contributes to the work of the governing body in raising standards of achievement for all pupils. This involves providing strategic direction for the school, providing advice and on occasions, sensitive challenge to ensure progressive improvement in standards across the school.
Governors have a responsibility to work collaboratively with other members of the governing body, to the staff and pupils of the school, the school’s wider community and where they are representatives to their particular constituency (parents; staff etc.). Although some governors may represent particular constituencies they are not delegates of that group and should reflect the interests of the school as a whole in all decisions.
- Developing a strategic direction and plan for the school
- Determining the aims and priorities of the school
- Approving key school priorities
- Setting targets
- Monitoring and evaluating the work of the school
- Leading one of the working groups
- Attending six full GB meetings a year and in addition other meetings as required
- Getting to know the school including its strengths and areas for development
- Carrying out one formal monitoring visit per term depending on link/responsibility
- Working as a member of a team
- Working independently
- Speaking, acting and voting in the best interests of the school
- Representing the perspectives of the constituencies where appropriate
- Respecting all Governing Body decisions and supporting them in public
- Acting within the framework of the policies of the Governing Body and legal requirements
- Participating in training and development opportunities as appropriate
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.