Commentary

All local authorities have a School Forum which was introduced to develop dialogue between local authorities and their schools on “budgetary issues, including school funding levels for the coming year, pressures on future years’ budgets, changes to local funding formulae, as well as reviewing contracts/service level agreements for services to schools.” Do you know who the members are in your area?   Here is the link to Welsh Government guidance on best practice for this Forum.

https://gov.wales/school-budget-forums-best-practice-guide

Headteachers, governors and non-school members make up the membership of this forum.  

Does your area have a Local Governor Association, where you can attend with governors to discuss local issues and share best practice? Further information can be found here: http://www.governors.cymru/local/

Many schools work in clusters to share ideas and work collaboratively on specific areas. Cluster schools may even share staff, for example, a Business Manager.  Have you thought about anything like this?  You might like to share some innovative ways of working that your schools have developed in further case studies.

One of the main roles for the governing body is setting financial priorities for the school and monitoring expenditure against the school’s budget.  The largest budget heading at school will invariably be staffing.  Chapter 8 of The School Governor’s Guide to the Law provides a useful overview of managing the school’s budget:

https://gov.wales/school-governors-guide-law

Governors Cymru Services also has a guide on school finance which may be helpful.  It includes information about the role of the finance committee, linking the budget with the School Development Plan, as well as questions that governors could ask when discussing and evaluating the school’s finances, plus additional reference material.

http://www.governors.cymru/publications/2018/08/29/governor-guide-governors-and-finance/

Many schools, sadly, have to face staff redundancy situations and will have a policy to follow for this. It is important to consider all other options before going down this route. Your Local Authority will also be able to advise on the processes to follow.  There a wealth of useful information available. 

Here are a few examples:  https://neu.org.uk/advice/redundancy

ACAS produce guidance on redundancy procedures and fair procedures (https://www.acas.org.uk/redundancy) but the governing body must follow the steps within their own policy at the school.

Commentary

All new governors must attend mandatory training on induction and understanding school data, which is provided by your Local Authority or Regional Consortium.   This training must be completed within 12 months of being appointed or elected.  This will give you more of an understanding of the governor role.   Here are the links to the guidance on the training:

• Induction – https://gov.wales/induction-training-school-governors-guidance
• Understanding school data – https://gov.wales/training-school-governors-understanding-school-data

Online training is also available in some areas, as well as lots of other governor training to help you with your role and responsibilities.

Does your governing body assign a mentor governor for new governors?  This is excellent practice and can help new governors feel more at ease, and give them confidence to contribute effectively at meetings.  Have a look at Governors Cymru Services model job description for a mentor governor.

http://governors.cymru/mentorgovernor/

So,  in order for new governors to get up to speed with what is happening at the school and what the priorities are, it is helpful for the school to prepare “an information pack”, which includes a copy of the School Development Plan, the latest Annual Report to Parents, governing body minutes, list of governors etc.  Have a look here for a full list of documents that may help new governors:

http://governors.cymru/publications/2018/08/29/information-new-governors/

Many governing bodies will arrange a welcome meeting with the Headteacher, the Chair and the new governor.  This is a useful way to get to know more about the school and the governing body from the very beginning.

Governors Cymru Services also has a handbook for governors which includes everything you need to know about being a governor, such as what is expected of a governor, the three main roles of the governing body, what happens at meetings and much more:

http://governors.cymru/handbook/

Your Local Authority will also have a range of information and support that you can use too.

Being a governor can be a very rewarding experience – enjoy it!  There is lots of useful support and advice available to help you on your journey.

Commentary

Human Resource issues can be very complex, so it is important that governing bodies review their policies and are familiar with the correct processes to follow. Your Local Authority may also provide a range of training for you to attend, particularly if you are a member of any of the relevant statutory committees, in addition to the provision of specific guidance to assist you.

Your governing body will have the following policies in place (listed below), which are reviewed from time to time by the governing body.   Policies that relate to staffing are usually produced by the Local Authority. Links to relevant guidance are also provided:

• School Staff sickness absence policy
• School Workforce Attendance – https://gov.wales/school-workforce-attendance-guidance
• Staff disciplinary policy – https://gov.wales/disciplinary-and-dismissal-procedures-school-staff
• Keeping Learners Safe – https://gov.wales/keeping-learners-safe
• Whistleblowing policy – https://gov.wales/whistleblowing-schools-guidance-governors

This scenario provides an excellent opportunity to ask questions and discuss what has happened, as well as considering what should have been the correct steps to follow.

Whilst there are gaps in the information provided, here are some key points to note:

• It is important to ensure an Acting headteacher is in place, if the substantive headteacher is on long term sickness absence. Was this the case here? Did the school have a Deputy Head that was acting up or had the governing body appointed an Acting head?
• It appears the conduct issue relates to a staff member, possibly from the Senior Leadership Team, so the initial steps should have been taken by the Acting head /Deputy head, if, of course, it was not about them.
• The Chair seems to have paid a key role in the overall proceedings which is not necessarily appropriate. (reference pulling together evidence and witness statements). This should have been the role of the internal or external investigator.
• Reference is made to whistleblowing, so who was the nominated person to receive any whistleblowing allegations? There is some ambiguity in which process is being referred to at this point. Did the whistleblowing allegation relate to the staff member who is the subject of the disciplinary?
• Is there a link between the conduct issue and the whistleblowing allegation? Should the disciplinary process be put on hold pending the investigation of any whistleblowing concern?
• Do any of the concerns relate to safeguarding allegations for the conduct or whistleblowing issue?
• Were relevant Local Authority staff consulted for guidance and advice?
• Were the statutory authorities involved?
• Involvement of chair in the fact-finding exercise and the reference to governors. Care must be taken not to taint governors with information that would jeopardise their potential role in any forthcoming hearing.  
• Was an investigation carried out? for disciplinary and whistleblowing. Were processes concurrent?
• There is a distinct process for suspension; The Local Authority cannot suspend a staff member.  Reference Section 10  pages 56-58 – https://gov.wales/disciplinary-and-dismissal-procedures-school-staff
• This case study indicates that the staff member was ‘dismissed’ but there is no reference to the governor staff disciplinary/dismissal committee and any subsequent appeal. These are key steps in the process and must be conducted correctly.

Should you be faced with a staff disciplinary matter, there is a distinct process to follow, likewise, with whistleblowing. Above all, it is important to ensure that governors have been trained and have the right skills and knowledge to deal with complex Human Resource issues.   

Please seek advice from the Local Authority or Diocesan Authority as appropriate, right from the beginning or contact Governors Cymru Services on support@governors.cymru