Review appointment procedures – a regional panel I A clustering structure for common legal/financial issues I ‘Ownership’, ‘governance’, ‘management’ to be defined I Less voluntary commitment, more paid expertise I Board of management’s authority and resources should match its responsibilities. I
The chairperson must be professional, knowledgeable and capable. A good chairperson is the single most important element in a Board!.If he/she is capable & understands his/her role the rest of the Board functions effectively. Principal
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The changes most sought by principals: ‘Ownership’, ‘governance’, ‘management’ to be defined I Fair distribution of management-related tasks I Review the size and structure of membership I Chair to be an independent appointee, or elected by the board I Appoint a separate building/planning committee I Ongoing training for members I Adequate funding, boards should not need to fundraise. I
The issue of most concern to both groups, and to all members, was the lack of clarity around ownership, governance and management and in particular their request that the legal implications of governance and of being a governor/employer be clarified. Chairpersons listed the appointment of lay chairpersons as a change they would welcome, and principals suggested that chairpersons should be appointed or elected by the boards.
PRIM ARY SCHOOL GOVERNANCE: CHALLENGES & OPPORTUNITIES