The Board of Trustees key areas of contribution are to:

Set and, as needed, modify the vision, mission and values of the school. Protect the special character of the school. Ensure a sensible and feasible Strategic Plan. Approve and monitor the Annual Plan. Develop and review the general policy direction. Monitor and evaluate student learning outcomes. Appoint, assess the performance of and nurture the Principal. Act as good employers Provide financial stewardship. Oversee, conserve and enhance the resource base. Approve major policies and programme initiatives. Manage risk. Build a broad base of community support. Exercise governance in a way that fulfils the intent of the Treaty of Waitangi by valuing and reflecting New Zealand's dual cultural heritage.

All Board members:

Are accountable to the Chairperson. Make themselves accessible and sympathetic to the needs of staff and parents. Accept the paramount importance of the Charter, Acts and Employment contracts when making decisions. Attend Board meetings and various sub‑committee meetings as required. Are prepared to accept responsibilities within the Board. Acknowledge the importance and need for continuous training related to their position. Adhere to the Trustees Code of Conduct.

ROLE OF THE CHAIRPERSON

The Chairperson is the leader of the Board and carries overall responsibility for the integrity of the Boards processes. The Chairpersons role is to oversee all Board activities and to act as spokesperson for the Board. The Chairperson is (re) elected each year following the Annual Meeting. Is an 'ex‑officio' member of all sub‑committees.

Key Responsibilities:

To provide leadership to the Board of Trustees Establish and maintain an ongoing working relationship with the Principal. To ensure that the Principals Performance Agreement and Appraisal are completed on an annual basis. To ensure that the work of the Board is completed. To effectively organize and chair Board meetings. To ensure the Board operates within its governance role. To assist sub‑committees through processes and procedures. To promote good communication between the Board and the wider community. Ensure that the Board is a 'good employer'. Ensure the Principal has the freedom to manage the day to day operation of the school. Ensure reports to the Ministry of Education are punctual and accurate. Through the Principal, or independently, as appropriate, keep the Ministry of Education informed of school situations of an unexpected nature. Ensure all trustees fulfil their responsibilities and act in accordance with school policy and legislative and contractual requirements. Read all official documents from the Ministry of Education and through the Board Secretary keep the Board informed of matters which affect the school in any way.

PRINCIPAL'S RESPONSIBILITIES

 The Principal:

Attend all meetings of the Board.

Maintain regular meetings with the Chairperson.

Work co‑operatively with trustees to facilitate responsibilities delegated to them, eg: sub‑committee and lor portfolio holders.

Furnish a report on school operations, including curriculum, to the Board each month.

Report outcomes of curriculum review to the Board according to the timetable documented.

Report progress in Staff Appraisal to the Board.

Provide full and accurate information on all aspects of school operations to enable the Board to make wise decisions.

Support the Board and foster harmonious relationships between Board and Staff.

Facilitate opportunities for the Staff Trustee to report Board matters to staff or gather staff opinion for the Board.

Work within Board policy and contractual obligations.

Action Board delegations after meetings as quickly and efficiently as possible.

SECRETARY'S RESPONSIBILITIES

Check Inwards Correspondence at least twice weekly.

Bring any relevant correspondence to the attention of the Board Chair/Principal C.E.O. etc

Ensure meeting Minutes are typed and distributed as soon as possible following any meeting of the Board.

Ensure one copy of Board meeting documentation (Agenda, Minutes, Reports etc) are pasted into the Minute Book.

Display a copy of the Agenda for the upcoming Board meeting in the foyer of the Administration block.

Display a copy of the current Board Meeting Minutes in the foyer of the Administration block.

At least two days prior to the Board meeting, send out to all Board members a copy of all meeting documentation relevant to the meeting.

Record all inward and Outwards Correspondence.

File all correspondence in the Board filing cabinet as soon as possible following the meeting.

Distribute current STA News to all Board members.

Circulate any M. 0. E., S.T.A mail outs as necessary for Board information.

Hold a key for Board filing cabinet.

Bring Board Minute Book to monthly meeting for Board Chairperson to sign.

Keep a folder of Board Meeting Minutes available for public perusal.

Ensure In‑committee minutes are locked securely in the Board filing cabinet.

NB: Western Heights Primary School Board of Trustees have a 'Minute Secretary' to record and type the minutes of all Board meetings. This allows the Board Secretary (trustee), who is an elected parent representative, to fully participate in the Board meeting.

PERSONNEL SUBCOMMITTEE RESPONSIBILITIES

Meet at least once a term, and other times as required.

 The sub‑committee will follow normal meeting procedures.

 Minutes, with recommendations of the sub‑committee, are to be made available to the Board Secretary to include in Board meeting documentation. The resolutions or recommendations of the sub‑committee must be approved by the full Board unless prior 'power to access has been granted. The sub‑committee will maintain, through the Principal, a Staff data base which includes name, ethnicity, registration number and expiry data and qualifications. (As per E.E.O. obligations and requirements). This will include records of 'Police Vets' for non‑registered teaching staff and volunteers etc. If dealing with Staff issues it will adhere to the provisions of the Privacy Act. It will take into account all employment requirements in regard to any collective or individual employment agreements.

Note: The Appointments Committee is formed as required and its members are 'as per' the Appointments Policy.

PROPERTY SUB‑ COMMITTEE RESPONSIBILITIES

Meet each month, at least one week prior to full Board meeting. Minutes, with recommendations, are to made available to the Board Secretary to include in Board meeting documentation.The resolutions or recommendations of the sub‑committee must be approved by the full Board unless prior 'power to act' has been  granted. The sub‑committee will follow normal meeting procedures.To assist with the formulation and oversight of the 7 year property plan. To assist is compiling and implementing programmes which ensure the school complies with its obligations to provide a safe Physical environment for Staff, Students and visitors e.g. hazards removal and management. Record minor items of maintenance in Maintenance Book and through the Principal ensure these are bought to the attention of the Caretaker for action. In consultation with the Principal and / or Board Chairperson arrange for emergency or urgent work to be carried out without delay. Ensure all documentation for Ministry of Education (property) requirements is completed and forwarded on time. Work within Board policy and legislative contractual requirements.

WHANAU REPRESENTATIVES RESPONSIBILITIES

*    Attend monthly Whanau hui.

*    Represent and support the Board at Whanau hui.

*    Support the school within the Whanau community.

*    Provide the Board Secretary with a copy of Whanau hui minutes.

*    Provide a report to the Board meeting following any Whanau hui.

 GOVERNANCE AND MANAGEMENT

The role of the school Board of Trustees is governance.

Governance is not the same as management.

Management is an active, usually day to day activity which is concerned with the way things are done. Management is concerned with the ‑ 'means' for doing things, or in other words, the process. It is the manager’s task to get things done or to implement decisions often made by a higher authority, in the form of programmes and services.

 Management is 'hands on 'hands in'.

Governance by contrast is not a day to day activity and is less concerned with the way things are done and more concerned with why things are done. Governance is concerned with 'ends' rather than means. Governance is often used interchangeably with ruling, so the governing board is concerned with the rules which determine the way an organization operates. However, after setting the rules, the board then steps back and authorizes others to carry them out. In the organizational context, rules are typically known as policies.

 Governance is 'hands off or 'hands out.

The rules of an organization are usually described as organizational policy, thus the governance board is also known as a policy board. Governance and policy are often used interchangeably. Management and programmes or services are often used interchangeably.

 Education Act 7989 ‑ Sections 75 and 76:

The legal responsibility of Boards of Trustees is determined by Section 75 of the Education Act 1989:Boards to control management of schools: (575)

Except to the extent that any enactment or the general law of New Zealand provides otherwise, a school's Board has complete discretion to control the management of the school as it thinks fit.

Principals: (S76)

1) A school's Principal is the Board's Chief Executive in relation to the school's control and management.

2) Except to the extent that any enactment or the general law of New Zealand provides otherwise, the Principal ‑

    a) Shall comply with the Boards general policy directions; and

    b)Subject to paragraph (a) of this subsection, has complete discretion to manage as the Principal thinks fit the schools day to day administration.