Kirkham Grammar School
Governor Candidate Pack & Code of Conduct
Welcome
from Paul Ribchester Chair of the Board of Governors
Dear Prospective Candidate,
Thank you for your interest in this exciting opportunity at Kirkham Grammar School. We hope the Governor Candidate Pack gives you a flavour of our school, the governor role and our community as a whole.
Founded in 1549, Kirkham Grammar School is a thriving co-educational independent day and boarding school for 2- to 18-year-olds. Featuring a strong family ethos, excellent academic results and a broad extra-curricular programme, Kirkham Grammar School is proud to provide a well-balanced education.
Nestled in 11 acres between Preston to the west and the Fylde Coast to the east sits Kirkham Grammar School, with its extensive and beautiful grounds and facilities. The school does not judge simply on academic results and has always nurtured a strong âhidden curriculumâ unmeasured by league tables â where courtesy, manners, self-discipline and respect are valued and reinforced.
Our children are bright, engaged and proud to be Kirkhamians.
We have ambitious plans for the future. The school is now seeking new Governors to work with a highly committed and engaged Governing Body to join us in the strategic management of school.
Thank you in advance for considering an application for this very special role.
Paul Ribchester Chair of the Board of Governors
History of Kirkham Grammar School
Kirkham Grammar School is a selective, co-educational private day and boarding school in Kirkham, Lancashire, England. It was founded in 1549. Its roots can be traced back to the chantry school attached to St Michaelâs Church in the 13th century. The school remained in the church grounds until it moved to occupy its present site on Ribby Road in 1911.
For a detailed history of Kirkham Grammar School please visit: https://www.kirkhamgrammar.co.uk/about-us/history
Desirable Skills
When selecting new members of our Board we will be looking to ensure we gain the appropriate balance in an educational area (ideally within the independent sector) or noneducational environment. A Governorâs ability to contribute in this way will often draw on professional and/or practitioner experience at a senior level. We are currently looking to strengthen our Board and private school management with the following expertise:
⢠Collaboration and Partnership
⢠Property & Estates Development
⢠Business and Commercial Development
⢠Marketing, Communications or Public Relations
Experience and Qualifications
Trustees must:
⢠Live in the UK
⢠Be over the age of 18
⢠Sign a written declaration of interest
https://www.nga.org.uk/
https://www.isi.net/
https://www.agbis.org.uk/
Candidates interested in applying for the role are encouraged to contact Paula Homan, Bursar and Clerk to Governors via p.homan@kirkhamgrammar.co.uk to arrange a
of School and to submit CV and covering letter.
Company Registration Details
Kirkham Grammar School
06195986 - Incorporated on 2 April 2007
Ribby Road, Kirkham, Preston, Lancashire, PR4 2BH
Registered Charity Number 1123869
Headteacher: Mrs Kirsten OâDonoghue
Bursar: Mrs Paula Homan HR Lead: Mrs Alexandra Roberts Our Governors:
https://www.kirkhamgrammar.co.uk/about-us/governing-body
The Role and Purpose of Governor
Introduction
Kirkham Grammar School was incorporated in April 2007 and runs as:
i. a charity;
ii. a charitable company limited by guarantee; and
iii. a school.
The Governors are:
i. Trustees;
ii. Directors
iii. Members
iv. School Governors
Our Full Board currently comprises nine Governors with a ranging skillset, and work is also undertaken in various committees most notably:
i. Pastoral & Academic
ii. Commercial
iii. Health & Safety
Working alongside our SLT, our Chair of Governors oversees the business of the Governing Body, proper conduct and ensures meetings are run efficiently.
As charity Trustees, our Governors are collectively responsible for the overall governance and the strategic direction of Kirkham Grammar School, and for developing our aims, objectives and goals in accordance with legal and regulatory rules and guidelines.
Governors ensure that Kirkham Grammar School complies with its governing document, charity law, company law and all other relevant legislation and regulations.
Governors actively contribute to the Boardâs role to ensure financial stability. They should offer strategic direction to School, setting overall policies and evaluation performance against agreed targets.
Governors safeguard the good name and values of Kirkham Grammar School and ensure effective and efficient administration.
Governors are expected to abide by the âNolan Principlesâ:
The â7 principles of public lifeâ, also known as the Nolan principles, apply to anyone who has been appointed to a public office. Governors should be aware of and accept the principles. They are set out below:
Selflessness: Firstly, holders of public office should act solely in terms of the public interest.
Integrity: Secondly, holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.
Objectivity: Thirdly, holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
Accountability: Furthermore, holders of public office must also act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
Openness: Additionally, holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for doing so.
Honesty: Furthermore, holders of public office should be truthful when conducting their duties.
Leadership: Finally, holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.
School Governor Role Profile
Responsibilities and Expectations
Governance
â˘Preparing for and attending a minimum of three meetings of the Board per academic year â these include in person meetings at School and also via video conferencing facilities to dial in.
â˘Being a member of and participating in one or more of the schoolâs sub-committees, meeting preparation attendance and participation.
â˘Attending any strategic planning and/or commercial workshops outside of the meeting cycle.
â˘Ad hoc assistance where required.
â˘Governors will ideally attend some school events.
â˘This is a voluntary role.
Safeguarding
We are a regulated setting, and Governors will be expected to come into unsupervised contact with children and young adults. High expectations of conduct are required of Governors as with all adults working in our school.
It is the responsibility of all adults working at school to ensure the effective safeguarding of all children and young people, and adherence with our full raft of policies, of which training will be provided.
All applicants will undergo child protection screening, reference checks and enhanced DBS.
Essential Skills
Understand and accept duties and liabilities of being a Governor.
Upholding the values of Kirkham Grammar School.
Commitment
Focus
Communication, Impartiality and Teamwork
Willingness to devote time to school, including participation in other tasks on request and attendance at school events in a parent facing role.
Ability to analyse and evaluate management information and other documents.
Think and apply knowledge strategically. Be creative in approach.
Ability to remain impartial at all times and not impart sensitive and confidential information.
Clear and active participation in discussions, expression of opinion and respect of opinions of others.
Ability to challenge constructively and ask relevant questions where appropriate.
Willingness to be available to staff and parents for advice, support and queries where requested on an ad hoc basis.
Ability to manage difficult and or challenging situations.
Accountability
Willingness to act and stand by collective decisions, especially where unpopular.
Sound and independent judgement.
School Governor Person Specification and Skills
Information included in the Appendices outlines the main aspects to be considered prior to application:
Appendix 1: Governor Duties Under Charity Law
Kirkham Grammar School Governors must adhere to the Charities Act 2022 and have ultimate responsibility to ensure that school is solvent, well-run and fulfilling the stated charitable purposes for which it is set up. Core legal duties are compliance, care and prudence as laid down by the Charities Commission encompassing:
Ensuring the charity is accountable (Duty of Compliance).
Trustees must comply with statutory accounting and reporting requirements, maintaining transparent records and demonstrating that the charity is well-run and effective to its beneficiaries, funders, and the public.
Acting with reasonable care and skill (Duty of Care).
Trustees must use the same reasonable care and skill that a prudent person would apply to their own affairs. This includes using any specific skills or experience they have to benefit the charity and knowing when to seek appropriate professional advice.
Managing the charityâs resources responsibly (Duty of Prudence). This duty involves ensuring the charity is and will remain solvent; using charitable funds and assets reasonably and only to further the charityâs objects; avoiding undue risk to the charityâs assets, beneficiaries, or reputation and taking special care when investing or borrowing funds.
Appendix 2: Specific Duties of Governors of Kirkham Grammar School
Strategic Direction Performace Management Compliance Asset Management Good Governance
Kirkham Grammar School maintains a clear vision, mission and strategic direction through operational plans and budgets. Impact on stakeholders and corporate behaviour and performance of School.
Monitoring of external political, financial, environmental and competitive fields and effect on School.
Quality and service standards for major areas of delivery.
Compliant systems.
Constitutional, regulatory, legal and statutory.
Ensure Head receives constructive feedback on her performance in managing the charity and meeting annual and longer-term objectives.
Effective HR âemployment policies and processes for recruitment, training and development of staff.
School constitution and all policies.
Meeting financial obligations and maintaining adequatefinancial controls to ensure receipt and correct application of monies and recording of assets and liabilities.
Act in the interests of Kirkham Grammar School.
To ensure professional advice is taken when required.
Review condition of site and land.
Governance structure and adhering to charitable objects.
Identify and review risks and mitigate where necessary.
Correct delegation of authority to subcommittees and reporting procedures.
Full and recorded board recommendations and decisions via minutes.
Collective action with Head consultation.
Induction and training.
Code of conduct and adequate procedures for Governor removal and resignation.
Appendix 3: Code of Conduct for Kirkham Grammar Governors
Governorâs Code of Conduct
1 INTRODUCTION
1.1 This code of conduct (the Code) sets out the schoolâs expectations of its Governors.
1.2 It is essential for the good governance and reputation of the school that the Governors maintain high standards in their role and when representing the school.
1.3 The Governors should bear in mind the public nature and responsibilities of their role, and that even when they consider themselves to be working in their private capacity they may still be viewed as a representative or ambassador of the school.
1.4 Governors at all times must be aware of their safeguarding responsibilities and raise any concerns immediately.
2 GENERAL OBLIGATIONS
2.1 Each Governor should at all times:
2.1.1 Act solely in the best interests of the school, acting within the law and the schoolâs Constitution and having a working knowledge of and abiding by the policies and procedures of the school, including this Code;
2.1.2 Support the charitable objects and the mission of the school;
2.1.3 Be an active Governor, making their skills, experience, knowledge and time available to the school and, when requested, contributing additional time outside Governor meetings to the business of the school, including sitting on committees, attending school events, and attending the school for a site visit and lesson observation as part of the induction process;
2.1.4 Behave with due courtesy and respect to Governors and staff, sharing any concerns about inappropriate behaviour as soon as practicable with the Chair or Vice Chair
2.1.5 Respect their duties as to confidentiality;
2.1.6 Respect the collective authority of the Governing Body and not act unilaterally;
2.1.7 Support the Head and the senior leadership team of the school; and
2.1.8 Regularly and collectively reflect on how the Governing Body fulfils its responsibilities and governs the school.
2.2 Each Governor should respect that there are limits on their authority and should not:
2.2.1 Speak officially on behalf of the Governing Body without authority;
2.2.2 Enter into any legal or financial agreement on behalf of the school without authority;
2.2.3 Give directions to the Head or staff of the school without authority;
2.2.4 Disclose any confidential information about the school without authority
2.2.5 Meet formally with other Governors on school-related matters without authority
3.1 The Governors must at all times respect individual, Governing Body and organisational confidentiality.
3.2 The Governors must not disclose any confidential information which they have been given in their capacity as Governor, other than for a proper authorised purpose or if required to do so by law.
3.3 Governors must take appropriate steps to ensure that confidential information is stored securely. If in doubt about the confidential nature of any information, the Governors should contact the Chair in the first instance.
3.4 If a Governor becomes aware of a breach of confidentiality they must immediately notify the Chair.
RELATIONSHIPS WITH OTHERS
The Governors are responsible for pursuing the charitable objects of the school and developing the overall strategy for the school. Whilst the Governors cannot abdicate their overall responsibility, they should work in partnership with the senior leadership team to achieve the mission of the school, understanding and respecting the different but complementary roles of Governors and staff.
Each Governor should recognise that their role on the Governing Body is to direct the management of the school but not to be involved with its day-today management, which is delegated to the Head and the senior leadership team. However, the Governors must accept personal responsibility for ensuring that the school is well run and should therefore raise issues and questions in an appropriate and sensitive way to ensure that this is the case.
Governors should not generally liaise directly with staff unless specifically authorised to do so by the Governing Body and should usually channel communications to staff through the Chair, who will keep the Head informed of the Governing Bodyâs activities as necessary.
If a Governor has any concerns about the behaviour or performance of any member of school staff they should raise the issue with the Chair who will discuss the matter with the Head so that it can be dealt with as appropriate.
5 MANAGING INTERESTS
5.1 An individual Governor should not benefit, whether financially or otherwise, from their position beyond what is allowed by the schoolâs Constitution, by express approval of the Charity Commission or otherwise by law and what is in the best interests of the school.
5.2 Each Governor should consider whether they have any private or business interests relating to their duties as a Governor and must declare all actual or potential conflicts of interest and/or loyalty.
5.3 Each Governor must, on appointment, complete the declaration of interests form and thereafter take responsibility for ensuring it is up to date.
5.4 The Governors must be aware of and abide by the Schoolâs Anti-Bribery and Corruption Policy and must not accept gifts, hospitality, or benefits which might be seen to compromise their role, or influence the decisions they take.
5.5 Governors with children or close relatives in the school should delegate to their partner or some other appropriate person the handling of any concerns or complaints. Alternately, it may be necessary for the Governor to stand down from the Governing Body.
6 ATTENDING MEETINGS AND EVENTS
6.1 Governors should endeavour to attend and take an active part in all Governing Body meetings, and any meetings of committees of which they are a member, having fully prepared for each meeting and taking responsibility for ensuring they have received and have read all relevant papers.
6.2 In circumstances where a Governor is unable to attend a meeting, they should send their apologies as soon as possible to the Clerk, the Chair of the Governing Body or the Chair of the relevant committee.
6.3 Governorsâ attendance records will form part of the Governorsâ periodic performance review and particular consideration will be given to meetings where a Governor has not attended and has not given notice of their absence.
6.4 In addition, Governors should seek to attend a suitable range of school events.
7.1 7.2 7.3 7.4 8.1
GOVERNORSâ VISITS TO THE SCHOOL
It is often difficult for busy governors to find time to be in school while it is in session, but it is essential that they are able to do so. Knowing the school is a core function of effective governance as it helps governors to understand the schoolâs vision, ethos and values.
The Governing Board should have an annual programme in place in advance, identifying themes linked to key governor responsibilities and school specific priorities.
An effective partnership between governors and staff, based on mutual understanding, benefits the whole school community.
Benefits to Governors include:
Improving governorsâ decision making through knowledge of the school context, ethos and culture
Observing how policies work in practice
Monitoring the priorities outlined in the school strategic plan
Benefits to staff include:
Helping governors understand the reality of the curriculum
Getting to know the governors and better understand the boardâs roles and responsibilities
Each visit should have a clear, pre-arranged purpose and focus agreed with the Head, with identified themes and governors to undertake them and report back. This helps ensure that governors and staff use their time productively. Governor visits should be included in the boardâs annual workplan.
Each Governor must actively participate in the schoolâs induction process.
Each Governor must actively participate in the performance review and follow the agreed procedures that seek to measure the collective performance of the Governing Body as well as each Governor individually.
Each Governor should endeavour to attend and take an active part in any Governor training or other training which they may be requested to attend.
BREACHES OF THE CODE/ LEAVING OFFICE
Any substantial breach of this Code may result in procedures being put in motion which may result in a Governor being asked to resign from the Governing Body, in accordance with any provisions set out in the Schoolâs Constitution. In such a case the Governor will have an opportunity to be heard. However, in the event that a Governor is asked to resign, they should accept the majority decision and resign at the earliest opportunity.
If a Governor is concerned that there has been a breach of this Code, they should speak at the earliest opportunity with either the Chair or Vice Chair of Governors. Adherence to the Code of Conduct is the responsibility of all Governors.
If a Governor wishes to resign before the end of their current term of office, they must inform the Chair in advance in writing, stating their reasons for leaving.
Name of Governor Signed Date