School Governor Reflections Resource

What was the issue addressed?

Anonymous letter allegedly from a member of staff making allegations against the headteacher and other members of staff, and questioning the running of the school.

What happened?

A governor, with relevant experience elected to investigate. I am not aware of any support or help received from other agencies.

A meeting of all staff was called where the governor spoke to them and explained the situation. An invitation was offered to any staff member who felt they had any information to speak confidentially to the governor.

No member of staff came forward. No more letters were received.

What lessons were learnt?

Having a governor with relevant experience in dealing with issues of this kind was important.

Reflections…

Has your school ever had to deal with allegations against staff members?

What kinds of skills would you look for in a governor to help support a school dealing with internal allegations against members of staff?

Have your say…

Have you had experiences similar to these? What do you think about the situation described?

Seeking advice dealing with a competency issues relating to the headteacher

Read the commentary here

Welsh

What was the issue addressed?

I had to deal with a competency issue related to the headteacher. It was difficult to find a neutral voice outside the LA to advise me.

What happened?

I used Governor Services Wales helpline and found it lifesaving. They offered confidential, discreet and unbiased advice. The officer was empowering to me.

What lessons were learnt?

The resolution was painful but had to take its course. The support given helped endure the pain.

Reflections…

Has your school ever had to address a competency issue with a headteacher?

Where would you turn to received impartial, unbiased advice?

Have your say…

Have you had experiences similar to these? What do you think about the situation described?

Consequences of reduced budgets

Read the commentary here

Welsh

What was the issue addressed?

Each year budgets have been significantly reduced – including 6th form funding. Lack of longer term budgets (3 years was promised several years ago but never delivered). Lack of consistency of funding across authorities – funding formula differs in the counties. The year on year reductions in funding has resulted in lack of resources; having to use outdated computing equipment; reduction in teaching, classroom support and admin staff.

Reduction in funding nationally resulted in the demise of a very useful and important source of information and advice (Governors Wales) – fortunately this service has been resurrected through funding provided by the schools out of their own budgets. Whist school funding has reduced, it appears that funding of regional consortia has increased.

What happened?

Communicated with the LA, other county Governing bodies, Welsh Government Minister for education. Responses were provided by the Ministry of Excuses!

What lessons were learnt?

Lessons learnt – no point in trying to swim against the tide!!

Reflections…

Has your school suffered negative effects of reduced funding?

What has your school done to mitigate against the adverse effects of budget cuts?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Coping with a headteacher’s long-term sickness

Read the commentary here

Welsh

What was the issue addressed?

The headteacher took long term sick leave and there was generally an air of distrust and unhappiness amongst the staff at this time. The chair of governors mainly dealt with the day-to-day issues. I had only been a governor for about 6 months, and did not have a good grasp of what was happening. Turned out to be an issue that had been developing for some time.

What happened?

An interim head was appointed.

What lessons were learnt?

The interim head helped to restore balance and carried on implementing the leadership development plan. The head on leave was able to recuperate and return to work.

Reflections…

Has your school had to deal with the long-term sickness of a senior member of staff? How did the school manage this?

What would be challenges for a school needing to take on an interim headteacher?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Dismissing a member of staff for incompetence

Read the commentary here

Welsh

What was the issue addressed?

We had to dismiss a member of staff because they could no longer fulfil their duties. The Local Authority HR department acted as an advocate for the staff member rather than an advisor to the GB.

What happened?

We had to take independent advice and then carefully work through the process to ultimately dismiss the staff member. This was a very slow and long winded process. Ultimately, the staff member was removed.

What lessons were learnt?

The key is to remain focused, follow the process exactly and remember to keep the matter confidential within the sub-committee dealing with the matter so that any potential appeal will not be tainted.

Reflections…

Has your governing body ever had to address a case of a poorly performing teacher?

What would your biggest concerns be about dismissing a member of school staff?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Parent threatens another parent on school premises

Read the commentary here

Welsh

What was the issue addressed?

A parent verbally threatened another parent on school grounds at the end of the day. They alleged a bullying situation between two’s children. The threats were aggressive in nature.

What happened?

The school investigated the parent’s allegation of bullying and did not support the allegations. The school sought the advice of the Local Authority regarding the parent’s behaviour. The matter was discussed between the Headteacher and the Chair. A letter was sent to the threatened parent explaining the actions that had been taken. A poster was put up at the school about respectful behaviour and a letter sent to all parents. The LA policy set out the steps to be taken.

The parent who had been threatened was not happy that a personal letter had not been sent directly to the other parent. They opened an independent police case relating to the threats.

What lessons were learnt?

I don’t know what was discussed between the Headteacher and Chair of governors. But I do know that being on the receiving end of threats is not something that should be dismissed lightly.

Reflections…

Has your school had to deal with tensions between parents?

What policy does your school have for addressing potentially criminal behaviour carried out by parents on school premises?

Have your say…

Have you had experiences similar to these? What do you think about the situation described?

Leadership and school culture questioned in school inspection reports

Read the commentary here

Welsh

What was the issue addressed?

The leadership, ethos and culture of the school has been questioned following an Estyn Inspection and independent report. Several stories have appeared in the press and a working party was formed to try and resolve certain issues in order to improve the situation.

What happened?

The working party met weekly to begin, and produced a detailed plan. Specific responsibilities were given to specific members of staff and progress reports were required regularly. The meetings then moved to monthly and perhaps lost momentum and focus. It was a very difficult position to be in, particularly because the SMT were defensive and were not open to being challenged.

The local education authority worked closely with the school and governors initially, and a working party was formed. Unfortunately, the support was only given for the first few meetings and I do not believe the issue was addressed effectively or successfully.

What lessons were learnt?

I do not believe this was successful – many points or targets were not met and there was little to no accountability.

Reflections…

Has your governing body had to deal with outcomes of poor inspection reports?

What actions have you tried to bring about positive change in the school leadership? Were these successful?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Dealing with a breakdown in trust from parents

Read the commentary here

Welsh

What was the issue addressed?

We had to rebuild relationships with the parent community due to the Category coding which was release earlier in the year, this has been a difficult period due to the drop in category.

Some parents have also left the school due to the category coding which has impacted the school budget.

Alongside this issues, there have been changes amongst Governors, including a period of 12 months within which several different people took on the role of Chair of Governors. It was difficult to work with at times as we had a loss of continuity.

A lack of communication with parents from the school also led to complaints.

What happened?

We held regular meetings with parents to provide updates and created a parent forum with the support of the challenge advisor. Technology was used to improve communication – i.e. Class DoJo and electronic newsletters.

What lessons were learnt?

We are still working through most of the issues as they are current. I feel that lessons have been learnt however. We still have a long way to grow and develop. Professional support, especially from the Challenge Advisor, has been helpful.

Continuity is key and all the changes we have had as a school, staffing, pupil numbers, changes to Governors positions, have certainly not helped the situation.

Reflections…

Has your school faced a weakening of confidence from parents?

How do you communication with the school’s parent community?

Have you had to deal with significant numbers of changes to governors? How did you cope with this?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Understanding school budgets better

Read the commentary here

Welsh

What was the issue addressed?

Every year there is confusion as to what is and isn’t covered in budget headings by LMS (Local management of schools). This lack of knowledge makes budgetary management difficult. Too often governors are nodding things through. Even the leadership team of the school are lacking confidence and knowledge to challenge.

What happened?

To date we haven’t done enough to be frank. We have a new LMS manager so we are using this as an opportunity to forge a more productive relationship. We have committed to gaining a systematic knowledge of the process.

What lessons were learnt?

It is early stages but it has set the tone for moving forward productively. We recognise the importance of understanding the budget better.

Reflections…

Is your governing body confident in its understanding of budget headings and regulations?

Do you work effectively with a Local Management of Schools manager?

Have your say… Have you had experiences similar to these? What do you think about the situation described?

Disruption and difficult revelations due to new headteacher appointment

Read the commentary here

Welsh

What was the issue addressed?

Following the retirement of the Head Teacher, the popular Deputy was expected by staff, governors and parents to become the new Head. A much better candidate was successful and appointed. This caused some resentment among a small number of staff loyal to the Deputy, as well as disappointment and disillusionment in the Deputy. This led to senior members of staff going off on long term sickness.

Linked to this change, the SLT had believed that they were performing to a high standard and setting example for other schools in the county. They believed that their practices were effective and successful. The change of Head revealed that this was not the case. Discrepancies between teacher assessments and test results showed that teaching standards had slipped and pupils were making less progress than believed. The Governing Body did not understand data sufficiently to effectively challenge staff assumptions.

What happened?

The situation is still on-going but has created problems in trying to get new Head settled and school performing as it should. It is being addressed through installing interim SLT and HR sickness policy.

Series of reviews and mini-inspection being undertaken to identify current baselines and plans in place to address shortfalls. Training being undertaken.

What lessons were learnt?

Neither of the above have as yet been resolved but are work in progress and may take 12 months before we see improvement.

Reflections…

Have changes to members of your school’s senior leadership team caused staff morale problems? Has a change in leadership revealed previously hidden issues affecting school performance?