Policy Framework The following documentation outlines the board's governance framework and is aligned with the school's Charter values.
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Bream Bay College
Policy Framework
The following documentation outlines the board’s
governance framework and is aligned with the school’s
Charter values.
The following policy framework supports our governance model that is hands off
and strategic rather than hands on and operational.INDEX
Part A: Annually updated section
Outcome statements Page Approved/ Next
number reviewed review
6 Feb 2020 Feb 2022
1. Trustee Register
Feb 2020 Feb 2022
2. Triennial Plan
3. Charter/Strategic plan – our
6 Feb 2020 Feb 2022
number 1 policy
7 Feb 2020 Feb 2022
4. Delegations list
Part B: Governance policies - how we work as a board
Outcome statements Page Approved/ Next review
number reviewed
1. Board roles and responsibilities The board of trustees is focused on governance 9 Apr 2019 Apr 2022
policy that fosters and supports the ongoing
improvement of student progress and
achievement.
2. Trustee code of behaviour policy The board will act in an ethical and 12 Apr 2019 Apr 2022
respectful manner.
3. Trustee remuneration and Remuneration and reimbursement of expenses 13 Apr 2019 Apr 2022
expenses policy to trustees is transparent, fair and reasonable.
4. Conflict of interest policy The board effectively manages actual, potential 13 Nov 2019 June 2022
and perceived conflicts of interest ensuring the
integrity of board decisions and reputation of
board members.
5. Chair role description policy The board is effectively led. 15 Mar 2019 June 2022
6. Staff / Student trustee role The staff / student representative brings a staff 16 Mar 2019 Sept 2022
description policy (where / student perspective to board discussion and
applicable) decision making.
7. Relationship between chair and The relationship between the chair and the Sept 2019 Sept 2020
principal policy principal is based on trust, integrity and
mutual respect.
8. Principal performance A fair and transparent performance Sept 2019 Sept 2022
management policy management process recognises the
professionalism of the principal and the
accountabilities of the board.Part C: Governance processes and procedures – ways in which we ensure
effective governance
Page number Reviewed Next review
1. Meeting protocols Sept 2020 April 2023
1.1 Public attending board meetings Sept 2020 April 2023
1.2 Meeting agenda Sept 2020 April 2023
1.3 Meeting checklist
1.4 Evaluation of meeting Sept 2020 April 2023
2. Committee principles Sept 2020 June 2023
2.1 Review committee terms of reference Sept 2020 June 2023
2.2 Student behaviour management committee terms of reference Sept 2020 June 2023
2.3 Finance committee terms of reference and annual calendar Sept 2020 June 2023
2.4 Property committee terms of reference Sept 2020 June 2023
2.5 Community of Learning (CoL) terms of reference Sept 2020 June 2023
3. Trustee induction process Sept 2020 June 2023
4. Concerns and complaints process Sept 2020 Sept 2023
4.1 Board complaints checklist Sept 2020 Sept 2023
5. Internal evaluation process Sept 2020 Sept 2023
5.1 Triennial review programme
Part D: Operational policies – board expectations for the control and
management of the school
Outcome statements Page Reviewed Next review
Number
1. Responsibilities of the Authority and accountability for the day-to-day April 2018 April 2021
35 June 2018
principal policy running/operation of the school is delegated to the
principal.
2. Curriculum delivery policy Curriculum delivery reflects charter/strategic plan aims and April 2018 April 2021
36 June 2018
meets legislative requirements.
3. Personnel (NAG 3) policy The obligations and responsibilities of being a good April 2018 April 2021
37 June 2018
employer are met.
3.1 Appointments policy
The best applicants are appointed through a fair, rigorous April 2018 April 2021
38 June 2018
appointments process.
The school is financially viable, manages risks effectively April 2018 April 2021
4.1 Financial planning and 39 June 2018
condition (combined and resources are targeted to where they make the most
alternative) policy difference to outcomes for students.
Assets of the school are utilised to maximise the best April 2018 April 2021
4.2 Asset protection policy 41 June 2018
outcomes for students.
The board enables and encourages sharing and April 2018 June 2021
5. Protection and sharing of 42 June 2018
collaboration between teachers by recognising and
intellectual property
removing legal barriers that exist to the sharing of learning
(Creative Commons) policy
resources and other materials created by school staff in the
course of their employment.6. Health and safety policy A safe and healthy workplace is maintained by providing the June 2018 June 2021
information, training and supervision needed to ensure the 43
health and safety of all students, staff and other people in
the workplace.
7. Child protection policy Students at this school thrive, belong and achieve to the June 2018 June 2021
best of their ability. The school is committed to the 45
prevention of child abuse and neglect and to the protection
of all children.
8. Managing challenging To minimise the effect of challenging behaviour, the board June 2018 June 2021
behaviour and physical of trustees shall ensure that effective procedures are in 47
restraint policy place around the management of student behaviour and the
use of physical restraint.
9. Concerns and complaints All complaints, concerns and incidents are attended to June 2018 Sept 2021
policy promptly, respectfully and professionally and seek to bring 48
effective resolution to all parties concerned.
10. Gifts and Entertainment To ensure that expenditure on gifts and entertainment June 2018 Sept 2021
incurred by the school must clearly be linked to the 49
business of the school
11. Confidentiality Policy To ensure that confidential matters relating to the school June 2018 Sept 2021
are not discussed in public 50
12. Protected Disclosures To provide information and guidance to employees of the June 2018 Sept 2021
school who wish to report serious wrongdoing within the 51
school
13. Fees Protection Policy – To ensure sound fiscal management of prepaid international June 2018 Sept 2021
International Students student fees 52
INTRODUCTION
The board of trustees of Bream Bay College is focused on the ongoing improvement of student progress and achievement. To ensure
effective school performance, the board is committed to maintaining a strong and effective governance framework that incorporates
legislative requirements and good practice.
The following are the board’s agreed governance and management definitions which form the basis upon which both the working
relationship and the board’s policies are developed.
Governance
The board acts in a stewardship role and is entrusted to work on behalf of all stakeholders. It is accountable for the school’s
performance, emphasises strategic leadership, sets the vision for the school and ensures compliance with legal and policy
requirements.
Board policies are at a governance level and outline clear delegations to the principal. The board and principal form the leadership
team with the role of each documented and understood. The principal reports to the board as a whole with committees used sparingly
and only when a need is identified in order to contribute to board work.
The board is proactive rather than reactive in its operations and decision making and does not involve itself in the administrative
details of the day to day running of the school. The ongoing improvement of student progress and achievement is the board’s focus.
Connection to the Com m unity
The Board acts in trusteeship for the schools’ communities and the public’s interests in the assets available to the schools. The
Board will at all times recognise the trust placed in it by the communities, demonstrating this by:
• gathering information from the schools’ communities and other key stakeholders about their concerns, needs and
aspirations;• Reporting to parents on the achievement of their children.
• reporting to the communities, key stakeholders including the Ministry of Education, local iwi, other ethnic groups, on a
regular basis on the achievement of students as a whole.
M anagem ent
• The board delegates all authority and accountability for the day-to-day operational organisation of the school to the principal
who must ensure compliance with both the board’s policy framework and the law of New Zealand. [For detail see Operational
Policies]
• In developing the above definitions for Bream Bay College the board was mindful of the following extracts from the
Education Act 1989, Section 75 and 76, and Section 65
• The legal responsibility of boards of trustees is determined by Section 75 of the Education Act 1989:
• s.75 Boards to control management of schools – 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.
• s.76 Principals –
o A school’s principal is the board’s chief executive in relation to the school’s control and management.
o Except to the extent that any enactment or the general law of New Zealand provides otherwise, the principal –
Shall comply with the board’s general policy directions; and
Subject to paragraph (a), has complete discretion to manage as the principal thinks fit the school’s day
to day administration.
• s.65 A board may from time to time, in accordance with the State Sector Act 1988, appoint, suspend, or dismiss staff.
• In order to carry out effective governance of the school the board has developed the following policy framework:A: Annually updated section
1. Trustee Register
Approved Number of Elected Parent Representatives 6:
Name Phone/email Profession Position Type Start Current
on Date Term
Board Expires
Nick Pirihi nickpirihi@gmail.com Police Elected 19/06/19 Elections
2022
Aaron Bird aaron.bird@refiningnz.com IT Consultant Elected 19/06/19 Elections
2022
Karen globalwahine@gmail.com Police Elected 19/06/19 Elections
Edwards 2022
Selina selgordon69@gmail.com Police Chair Elected 10/06/16 Elections
Gordon 2022
Heather heather.jacobson32@gmail.com Accountant Deputy Elected 10/06/16 Elections
Jacobson Chair 2022
Penny Harris penants@hotmail.com Courier Owner Elected 19/06/19 Elections
Tipoki 2022
[Penny Tipoki Harris is no longer a
member of the Board of Trustees
due to missing 3 consecutive
meetings. This was minuted at the
March 2021 meeting]
Tivaan Doak tivaankahli.13@gmail.com Teacher Co- 25/09/19
Smith opted
Teneille Hiki teneillehiki@breambaycollege.school.nz Student Elected 18/09/20 Sept 2022
Trustee
John jcunningham@breambaycollege.school. Staff Elected 25/09/19 Election
Cunningham nz Trustee 2022
Note 1: Elected, selected, co-opted, staff trustee, student trustee, proprietor’s appointee, principal
2. Triennial Plan – See separate document
3. Charter Strategic Plan
Bream Bay College believes in Deep Engaging learning, that opens endless possibilities for our learners, whānau and community.
We endeavour to unlock student potential by being ambitious and striving for success.
Our classrooms are full of authentic learning opportunities to develop creative, connected learners, who are confident future citizens.
Teachers support our students to construct their own understanding across the curriculum, develop their learning competencies and
be prepared for a changing world.
Our students build on their interests and challenge themselves to try new things. Progress is recognised and valued in students’
individual learning pathways. From academic, sporting and cultural achievements, to entrepreneurial endeavours, vocational trades
and the creative arts, our students are shaping their own exciting futures.Strategic goal 1: To provide facilities that enhance deep learning and that are culturally inclusive
Strategic goal 2: Curriculum and deep learning. For students to succeed as connected, lifelong learners, through the provision of
deep learning opportunities.
Strategic goal 3: For students to succeed as confident, resilient citizens, through a school culture that supports and promotes well-
being
Strategic goal 4: To create a sense of Community understanding of deep learning and how the college operates
4. Bream Bay College Delegations List (moved in document)
Date of Minuted Personnel Delegated Authority Term of Delegation
Delegation
Delegations can be to a person See individual Committee Terms Note: Delegation ceases at the
or a committee. Committees of Reference in the board’s date below, by earlier resolution
must have a minimum of 2 Governance Manual of the board, or, if no date, is
persons, at least one of whom ongoing
must be a trustee
Feb 2020 That all current trustees bar the
principal are delegated authority
Disciplinary Committee to be members of the board’s
Disciplinary Committee acting
All current trustees except the
under the Terms of Reference
principal and student trustee
for this committee.
That the Finance Committee
members are delegated
Feb 2020 Finance Committee authority to be members of the
board’s Finance Committee
2 Board members and Board
acting under the Terms of
Chair
Reference for this committee.
That the Property Committee
members are delegated
Feb 2020 Property Committee authority to be members of the
board’s Property Committee
2 Board members and Board
acting under the Terms of
Chair
Reference for this committee.
That the CoL Committee
members are delegated
Feb 2020 CoL Committee authority to be members of the
board’s CoL Committee acting
1 Board members and the
under the Terms of Reference
Principal
for this committee.
That the board directs that,
except where the board, at its
Feb 2020 DP discretion, otherwise
determines, the duty deputy
principal in the absence of the
principal from duty for periods
not exceeding 2 weeks and for
the full period or periods of suchabsence, perform all the duties
and powers of the principal.
Reviewed: February 2020 Next review: February 2021
PART B: GOVERNANCE POLICIES
Introduction
These governance policies outline how the board will operate and set standards and performance expectations that create the basis
for the board to monitor and evaluate performance as part of its ongoing monitoring and review cycle. (See 3 year review programme
p 2-4).
B1 Board Roles and Responsibilities Policy
Outcome statement
The board of trustees is focused on governance that fosters and supports the ongoing improvement of student progress and
achievement.
Scoping
The board is a body corporate whose policies and decisions exist in perpetuity or until such time as they are rescinded or revoked.
The board sets the strategic direction for the school and governs via its policies, which it entrusts to the principal to implement.
Delegations
Accountability rests with the whole board, with no individual trustee or committee having decision-making authority unless it
has been delegated and documented.
Expectations and limitations
Board actions Standards
1. Sets/approves the strategic 1.1 The board leads the annual charter/strategic plan review process. Staff will be invited to
direction and long-term plans produce a draft document for the board to consider as a starting place.
and monitors the board’s 1.2 The board sets/reviews the strategic aims by April each year.
progress against them. 1.3 The board approves the annual plan and targets
1.4 The board ensures the charter/strategic plan / statement of variance for the previous year
is submitted to the Ministry of Education by 1 March each year.
1.5 Regular board meetings include a report on progress towards achieving strategic aims
twice year currently as per the triennial plan.
1.6 The charter/strategic plan is the basis for all board decision making.
2. Monitors and evaluates student 2.1 The board approves an annual review schedule covering curriculum and student progress
progress and achievement. 2.2 and achievement reports.
2.3 Reports are received at each regular board meeting from the principal on progress against
the annual plan, highlighting risk/success as per the triennial plan.
2.4
Information reported to the board is thoughtfully discussed, critiqued and challenged.
Targets in the annual plan are met, the curriculum policy is implemented and there is
satisfactory performance of curriculum priorities.
3. Appoints, assesses the 3.1 Principal’s performance management system is in place and implemented.
performance of and supports the
principal.
4. Approves the budget and 4.1 Budget is approved by the first meeting each year.
monitors financial management 4.2 Satisfactory performance of financial management against budget is in evidence.
of the school.5. Effectively manages risk. 5.1 The board has an effective governance model in place.
5.2 The board remains briefed on internal/external risk environments and takes action where
necessary.
5.3 The board identifies trouble spots in statements of audit and takes action if necessary.
5.4 The board ensures the principal reports on all potential and real risks when appropriate
and takes appropriate action.
6. Ensures compliance with legal 6.1 New members read and understand the governance framework including policies, the
requirements. school charter/strategic plan, board induction pack and requirements and expectations of
board members
6.2 New and continuing members are kept aware of any changes in legal and reporting
requirements for the school.
6.3 The board seeks appropriate advice when necessary
6.4 Accurate minutes of all board meetings are approved by the board and signed by the chair.
6.5 Individual staff/student matters are always discussed in public-excluded session.
6.6 Board meetings have a quorum.
7. Ensures trustees attend board 7.1 Board meetings are effectively run.
meetings and take an active 7.2 Trustees attend board meetings having read board papers and reports and are ready to
role. discuss them.
7.3 Attendance at 80% of meetings (minimum).
7.4 No unexplained absences at board meetings (three consecutive absences without prior
leave results in immediate step-down – refer Education Act 1989 s104 (1) (c)
8. Approves major policies and 8.1 The board approves programme initiatives as per policies.
programme initiatives. 8.2 The board monitors implementation of programme initiatives.
9. Fulfils the intent of the Treaty 9.1 The Treaty of Waitangi is obviously considered in board decisions.
of Waitangi by valuing and 9.2 The board, principal and staff are culturally responsive and inclusive.
reflecting New Zealand’s dual
cultural heritage.
10. Approves and monitors human 10.1 The board becomes and remains familiar with the broad employment conditions that
resource policy/procedures, cover employees (staff employment agreements and arrangements).
which ensures effective 10.2 The board ensures there are personnel policies in place and they are adhered to (code
practice and contributes to its of behaviour).
responsibilities as a good
10.3 The board ensures there is ongoing monitoring and review of all personnel policies.
employer.
11. Deals with disputes and 11.1 Successful resolution of any disputes and conflicts referred is achieved.
conflicts referred to the board
as per the school’s concerns
and complaints procedures.
12. Represents the school in a 12.1 Code of behaviour is adhered to.
positive, professional manner.
13. Oversees, conserves and 13.1 Property/resources meet the needs of the student achievement aims.
enhances the resource base.
14. Effectively hands over 14.1 New trustees are provided with induction and a copy of the board’s governance manual.
governance to new 14.2 New trustees are fully briefed and able to govern following attendance at an orientation
board/trustees at election programme.
time.
14.3 Appropriate delegations are in place as per Schedule 6 (17) of the Education Act.
14.4 Board and trustees participate in appropriate ongoing professional development.
Procedures/supporting documentation
Board Triennial plan
Monitoring
Board Triennial plan
Legislative compliance
Education Act 1989
Employment Relations Act 2000State Sector Act 1989
Reviewed: April 2019 Next review: April 2022
B2 Trustee Code of Behaviour Policy
Outcome statement
The board will act in an ethical and respectful manner
Scoping
Every member of the board will have access to the code of behaviour and opportunities to discuss its expectations of their conduct.
Board business will be conducted in an ethical and respectful manner, in accordance with legislation and board policy.
Expectations and limitations
As members of an effective governance team, each member of the board of trustees shall:
1. ensure the needs of all students and their achievement is paramount
2. be loyal to the school and its mission
3. maintain and understand the values and goals of the school
4. publicly represent the school in a positive manner
5. respect the integrity of the principal and staff
6. observe the confidentiality of non-public information acquired in their role as a trustee and not disclose to any other persons
such information that might be harmful to the school
7. be diligent and attend board meetings prepared for full and appropriate participation in decision making
8. ensure that individual trustees do not act independently of the board’s decisions
9. speak with one voice through board policies and ensure that any disagreements with the board’s stance are resolved within
the board
10. in the course of board meetings, disclose any interests in a transaction or decision where they, their family and/or partner,
employer or close associate will receive a benefit or gain and leave the meeting for the duration of discussion and/or voting in
relation to the matter
11. recognise the lack of authority in any individual trustee or committee/working party of the board in any interaction with the
principal or staff
12. recognise that only the chair (working within the board’s agreed chair role description or delegation) or a delegate working
under written delegation can speak for the board
13. continually self-monitor their individual performance as trustees against policies and any other current board evaluation tools
14. be available to undertake appropriate professional development.
Procedures/supporting documentation
Board Triennial plan
Monitoring
Board Triennial plan
Legislative compliance
Education Act 1989
Reviewed: April 2019 Next review: April 2022
B3 Trustee Remuneration and Expenses Policy
Outcome statement
Remuneration and reimbursement of expenses to trustees is transparent, fair and reasonable.
Scoping
The board exercises its right to set the amount that the chair and other board members are reimbursed for attendance at board
meetings. These honoraria cover the expense of attending board meetings and are not payment for work undertaken.
The principal, as a member of the board, is entitled to the same payment as all other trustees except the chair.
Any other payments or reimbursements are at the discretion of the board.Expectations and limitations
Currently at Bream Bay College:
1. the chair receives $100 per board meeting
2. elected board members receive $60 per board meeting
3. there is no payment for working group/committee meetings
4. attendance fees are non-taxable within the agreed non-taxable amounts of $605 annually for trustees and $825 for the chair
5. costs associated with attendance at professional development sessions may be met by the board but prior approval must be
sought
6. all other reimbursements are at the discretion of the board and must be approved prior to any spending occurring.
Procedures/supporting documentation
School reimbursement claim form
Monitoring
Board Triennial plan
Legislative compliance
Income Tax Act 2007
IRD Honoraria payments to school trustees
Reviewed: April 2019 Next review: June 2022
B4 Conflict of Interest Policy
Outcome statement
The board effectively manages actual, potential and perceived conflicts of interest ensuring the integrity of board decisions and
reputation of board members.
Scoping
The board shall create a register of all board members detailing any interests, relationships or holdings that could potentially result
in a conflict of interest. This register shall be updated whenever a board member’s circumstances change or a new member joins the
board. It should be reviewed at the start of each school year and following trustee elections.
Board members who have a conflict of interest shall be excluded from relevant board meetings (or relevant parts of board meetings).
Expectations and limitations
All staff and board members will effectively manage conflicts of interest between the interests of the school on one hand and personal,
professional and business interests on the other. This includes managing potential and actual conflicts of interest as well as
perceptions of conflicts of interest.
Any trustee who has a pecuniary interest or any other interest that may influence them in carrying out their duties and
responsibilities as a trustee must be excluded from any meeting while the board discusses, considers, considers anything relating
to or decides on the matter.
Any trustee who is a member of the board’s staff must be excluded from any meeting while the board discusses, considers,
considers anything relating to or decides on any matter relating to their own employment or a complaint received against them.
Any trustee who is a student enrolled at the school must be excluded from any meeting while the board discusses, considers,
considers anything relating to or decides on any matter relating to them as an individual student.
In the course of board meetings, board members will disclose any interests in a transaction or decision where their family and/or
partner, employer or close associate will receive a benefit or gain. After disclosure, the person making the disclosure will be asked
to leave the meeting for the discussion and will not be permitted to vote on the question.
Procedures/supporting documentation
Disclosure of interest statements
Monitoring
Board to enter own monitoring and reporting procedures.
Legislative complianceReviewed: April 2019 Next review: April 2022
B5 Chair Role Description Policy
Outcome statement
The board is effectively led.
Scoping
The chair is the leader of the board and works on behalf of the board with the principal on a day-to day basis.
The chair establishes and nurtures a positive professional working relationship with the principal.
The chair represents the board of trustees to the broader community and works in partnership with the principal to safeguard the
integrity of the board’s processes.
The chair often represents the board to the school and wider community and agencies such as the Ministry of Education and the
Education Review Office and carries a responsibility to safeguard the integrity of the board.
The chair presides over board meetings and ensures that each trustee has a full and fair opportunity to be heard and understood
by the other members of the board and that decisions that are in the best interest of the school, its students and staff are reached.
Delegations
The board delegates management of the relationship between the board and the principal to the chair.
Board to enter any other delegations to the chair.
Expectations and limitations
The chair:
1. is appointed by election at the first board meeting of the year except in a triennial trustee election year where it shall be at the
first meeting of the board*
2. acts within board policy and delegations at all times and not independently of the board
3. leads the board members and develops them as a cohesive and effective team
4. welcomes new members, ensures that disclosure of any conflicts of interest is made and the code of behaviour is understood
(and signed) and leads new trustee induction
5. assists board members’ understanding of their role, responsibilities and accountability, including the need to comply with the
trustee code of behaviour policy
6. ensures the work of the board is completed
7. sets the board’s agenda and ensures that all board members have the required information for informed discussion of the
agenda items
8. ensures the meeting agenda content is only about those issues that, according to board policy, clearly belong to the board to
decide
9. effectively organises and presides over board meetings, ensuring that such meetings are conducted in accordance with the
Education Act 1989, the relevant sections of the Local Government Official Information and Meetings Act 1987* and any board
protocols and policies
10. ensures interactive participation by all board members
11. represents the board to external parties as an official spokesperson for the school except for those matters where this has
been delegated to another person
12. is the official signatory for the board, including for annual accounts*
13. is responsible for promoting effective communication between the board and wider community, including communicating
appropriate board decisions
14. establishes and maintains a productive working relationship with the principal
15. ensures the principal’s performance agreement and review are completed on an annual basis
16. ensures concerns and complaints are dealt with according to the school’s concerns and complaints procedures
17. ensures any potential or real risk to the school or its name is communicated to the board. This includes any concern or
complaint.
* Legislative requirement
Procedures/supporting documentation
Governance policies
Monitoring
See Triennial Plan
Legislative compliance
Education Act 1989 Schedule 6
Local Government Official Information and Meetings Act 1987Reviewed: March 2019 Next review: June 2022
B6 Student/Staff Trustee Role Description Policy
Outcome statement
The staff/student representative brings a staff/student perspective to board discussion and decision making.
Scoping
As a trustee, the staff/student representative is elected by their peers to serve the interests of the school at governance level. They
have equal voice, vote, standing and accountability to any other board member.
Expectations and limitations
Staff/Student representative accountability Standard
measures
1. To work within the board’s charter/strategic plan. 1.1 The charter/strategic plan is obviously considered in board
decisions.
2. To abide by the board’s governance and operational2.1 The staff/student trustee has a copy of the governance manual
policies. and is familiar with all board policies.
3. The staff/student trustee is first and foremost a trustee3.1 The staff/student trustee is not a staff/student advocate.
and must act in the best interests of the students at the3.2 The staff/student trustee does not bring staff/student concerns
school at all times.
to the board.
4. The staff/student trustee is bound by the trustee code4.1 The staff/student trustee acts within the code of behaviour.
of behaviour.
5. It is not necessary for the staff/student trustee to5.1 No regular reports are received unless a request has been made
prepare a verbal or written report for the board unless by the board on a specific topic.
specifically requested to by the board.
Procedures/supporting documentation
NA
Monitoring
NA
Legislative compliance
Review schedule: March 2019 Next review: June 2022
B7 Relationship between Chair and Principal Policy
Outcome statement
The relationship between the chair and the principal is based on trust, integrity and mutual respect.
Scoping
A positive, productive working relationship between the principal and the chair is both central and vital to the school.
The chair and principal should act as sounding boards, both supporting and challenging, in order to hold the school to account for
achieving the goals and targets that have been set.
The chair has no authority except that granted by the board. The chair does not act independently of the board.
Delegations
No extra delegationsExpectations and limitations
1. The chair and principal must work as a team, and there should be no surprises.
2. The relationship must be professional.
3. Each must be able to counsel the other on performance concerns.
4. The chair supports the principal and vice versa as appropriate.
5. Each agrees not to undermine the other’s authority.
6. There is agreement to be honest with each other.
7. Each agrees and accepts the need to follow policy and procedures.
8. Neither party will deliberately hold back important information.
9. Neither party will knowingly misinform the other.
Procedures/supporting documentation
Meetings to occur on Wednesdays at 8.15am.
Monitoring
See Triennial Plan
Legislative compliance
Reviewed: September 2019 Next review: September 2020
B8 Principal Performance Management Policy
Outcome statement
A fair and transparent performance management process recognises the professionalism of the principal and the accountabilities of
the board.
Scoping
An annual performance agreement will be established between the board and principal and be in place by the end of term 1 each
year.
The principal’s performance against this agreement will be reviewed throughout the year, and a final report will be prepared and
presented to the board at the end of term meeting in term 1.
The prime focus of the agreement will be that every student at the school is able to attain their highest possible standard in
educational achievement.
A budget for professional expenses and for professional development will be established annually. . Spending within budget is
with the approval of the board. Any overseas trips for professional development must be approved by the board of trustees at
least one term in advance of the event.
Professional development expenses may include but are not confined to continuing education, books and periodicals, mentoring
and attendance at professional conferences.
Delegations
The chair (or personnel committee of the board) will ensure an annual performance review is carried out in accordance with this
policy.
Expectations and limitations
1. The review process will occur annually, providing a written record of how the principal has performed as per the terms of the
performance agreement and identifying professional development needs.
2. The principal’s performance will be formally reviewed on an annual basis by duly delegated members of the board and, optionally
at the board’s choice, an independent consultant who specialises in education.
3. Those delegated or contracted to perform the review process shall have written formalised instructions specifying the
responsibilities of the role.
4. There will be 2 interim reviews, one each term preceding the annual formal review, between the principal and chair or
delegate(s) to discuss progress.
5. The principal will be reviewed on the criteria set out in the performance agreement – performance objectives, professional
standards, learning and development objectives and fulfilment of additional duties that require concurrence payment.
6. If the principal and the board disagree on the performance objectives, the board, after considering the principal’s input, will
amend the disputed objectives or confirm the unchanged objectives. The board’s decision will be final.
7. The board chair, delegate(s) and consultant may gather information from staff, parents or any other relevant members of the
larger school community who can provide feedback on how the principal has performed. Evidence may include surveys, self-
review, teaching observation (if relevant), interviews, focus groups or documentary evidence.8. The principal and delegate(s) will meet for a formal interview to discuss whether the performance agreement has been satisfied,
with the principal given the opportunity to discuss and comment on each criterion before a rating is given. The results will then
be drafted into a report by the delegate(s) and sent to the principal. The principal can accept the report or dispute the report.
If the report is disputed, the delegate(s) will consider the principal’s views before deciding to either amend the report in
accordance with the principal’s views or let the report stand with the principal’s comments attached.
9. The chair/delegate(s)/consultant will present the final report/summary back to the board with the result of the review. The
principal may/may not be present at the presentation and/but will have the opportunity to address the board. The principal will
then exit, and further discussion may continue among the board.
10. The principal will be informed personally and in writing of the final outcome following the report discussion.
11. The performance agreement and results of the review are confidential to the principal, the board and their agents unless both
parties agree to wider distribution.
Procedures/supporting documentation
NA
Monitoring
Triennial plan
Legislative compliance
Reviewed: September 2019 Next review: September 2022
Part C: Governance Processes and Procedures – ways in which we ensure
effective governance
C1 Meeting protocols
The board of trustees of Bream Bay College School is committed to effective and efficient meetings and, to this end,
sets out the following guidelines for the conduct of board meetings.
Timing of meetings
1. Dates and times of meetings will be set in the board workplan starting at 7.00pm and finishing no later than10.30pm.
2. A resolution for an extension of time may be moved but will not normally exceed 30 minutes.
3. Any business remaining on the agenda at the conclusion of the meeting is transferred to the following meeting
Agenda and meeting papers
1. The chair is responsible, in liaison with the principal, for the preparation of an agenda prior to each meeting.
2. The principal is to ensure that secretarial services are provided to the board.
3. Agenda items are to be notified to the chair 7 days prior to the meeting.
4. The agenda and board papers will be circulated to board members at least 3 days prior to the meeting.
5. The board should have access to all correspondence. Correspondence that requires the board to take some action should be
photocopied/scanned and distributed prior to the meeting. Other correspondence can be listed and tabled so that trustees can
read it if required.
6. The agenda for the part of each meeting that is open to the public will be posted on the board’s section of the school website
at least 48 hours prior to the meeting and copies made available at the meeting place for any members of the public.
7. Late items will only be accepted with the approval of the board and in rare circumstances where a decision is urgent.
8. The order of the agenda may be varied by resolution at the meeting.
9. All items in the agenda are to carry a recommended course of action and where appropriate be supplemented by supporting
material in the meeting documentation.
10. The agenda is to be collated with the items placed in order and marked with an agenda item number.
11. Papers requiring reading and consideration will not normally be accepted if tabled at the meeting.
Public participation
1. The board meeting is a meeting open to the public rather than a public meeting.
2. Only trustees have automatic speaking rights.
3. Public participation is at the discretion of the board.
4. Public attending the meeting, including staff members not elected as the staff representative, are given a notice about their
rights regarding attendance at the meeting – see C1.1 Public attending board meetings.Exclusion of the public
1. The meeting may, by resolution, exclude the public (going into committee) and news media from the whole or part of the
proceedings in accordance with the Local Government Official Information and Meetings Act 1987. The wording to be used in
the motion to exclude the public is found in Schedule 2A of the Act. The board must make the reasons for excluding the public
clear. Excluding the public is most often used to ensure privacy of individuals or financially sensitive issues.*
2. Persons may be asked to remain after the public has been excluded because they possess knowledge that will be of assistance
in relation to the matter to be discussed. The board must pass a resolution that they may remain.
Conduct of meetings
1. A quorum of more than half the members currently holding office is required.*
2. Trustees will declare any conflict of interest at the beginning of the meeting.
3. Any trustees with a conflict or pecuniary interest in any issue shall not take part in any debate on such issues and may be asked
to leave the meeting for the duration of the debate.* A pecuniary interest arises when a trustee may be financially advantaged
or disadvantaged as a result of decisions made by the board (contracts, pay and conditions). A conflict of interest is when an
individual trustee could have or could be thought to have a personal stake in matters to be considered by the board.
4. The chair shall be appointed by election at the first meeting of the year except in the triennial election year where it will be at
the first meeting of the newly elected board.*
5. The elected chair (or, in their absence, a non-school-based trustee) presides at meetings.
6. Only apologies received from those who cannot be present must be recorded. Trustees who miss three consecutive meetings
without the prior leave of the board cease to be members. An apology does not meet the requirement of prior leave. To obtain
prior leave, a trustee must request leave from the board at a board meeting, and the board must make a decision whether or
not to grant it.*
7. Points of order are questions directed to the chair that require an answer or a ruling. They are not open to debate and usually
relate to the rules for the running of a meeting.
8. The board’s normal meeting procedures may be suspended by resolution of the meeting.
Decision-making process
1. All decisions are to be taken by open voting by all trustee’s present.
2. In the event of tied voting on a resolution, the chair may exercise a casting vote in addition to their deliberative vote.*
3. A motion is a formal proposal for consideration. All motions and amendments moved in debate must be seconded unless moved
by the chair and are then open for discussion.
4. Motions and amendments once proposed and accepted may not be withdrawn without the consent of the meeting.
5. No further amendments may be accepted until the first one is disposed of.
6. The mover of a motion has right of reply.
7. A matter already discussed may not be reintroduced at the same meeting in any guise or by way of an amendment.
8. When a matter cannot be resolved or when further information is necessary before a decision can be made, the matter can be
left unresolved for future discussion.
Minutes
1. Board meeting minutes will be taken by a contracted, paid minute secretary who is not a member of the board.
2. The minutes are to clearly show resolutions and action points and who is to complete the action.
3. Minutes are sent to the chair for checking within 3 working days and distributed electronically to the board within 7 working
days. Requests for corrections or amendments should be submitted by email to the chair as soon as possible to ensure accurate
minutes can be confirmed at the next meeting.
4. Minutes to be tabled for approval should be included in documentation made available to all board members prior to the meeting.
Special meetings*
1. A special meeting may be called by delivery of notice to the chair signed by at least one-third of trustees currently holding office.
2. Meetings can be held via audio, audio and visual or electronic communication providing:
a. all trustees who wish to participate in the meeting have access to the technology needed to participate, and
b. a quorum of members can simultaneously communicate with each other throughout the meeting.
* Legislative requirementC1.1 Public attending board meetings
The board of trustees welcomes public presence at board meetings and hopes that members of the public enjoy their time observing
board meetings. Members of the public include staff, students and parents of the school who are not trustees on the board.
These procedures will be provided to members of the public attending meetings so that they understand the rules that apply and will
be followed unless otherwise authorised by the board:
1. Board meetings are not public meetings but meetings held in public.
2. If the meeting moves to exclude the public (usually to protect the privacy of individuals), members of the public will be asked to
leave the meeting until this aspect of business has been concluded.
3. Members of the public may request speaking rights on a particular subject that is on the agenda. Preferably, this request has
been made in advance. Public participation is at the discretion of the board.
4. Speakers shall be restricted to a maximum of 3 minutes each per subject, with a time limit of 15 minutes per interest group.
5. No more than 2 speakers on any one topic.
6. Speakers are not to question the board and must speak to the topic.
7. Board members will not address questions or statements to speakers.
8. Speakers shall not be disrespectful or offensive or make malicious statements or claims.
9. If the chair believes that any of these have occurred or the speaker has gone over time, they will be asked to finish.
Reviewed: September 2020 Next review: April 2023C1.2 Meeting Agenda:
A typical agenda is as follows:
BREAM BAY COLLEGE BOARD OF TRUSTEES
AGENDA
MEETING xxx, 20xx
Timeframe
Karakia 7.00pm
Apologies
Confirmation of Agenda Items 7.05pm
1) Decisions
2) BOT Work plan / Policies items:
Item 1 7.05pm
Item 2 xx pm
Item 3 xx pm
Item 4 xx pm
3) Principal’s Report - taken as read 8.30pm
Motions
Possible discussion areas
Any questions
4) Financial Report 8.40pm
Month End Approvals
Motions
Balance Sheet – possible discussion
Supporting Detail and Evidence – possible discussion
Financial Detailed Information - if required
5) Correspondence: 8.50pm
Inwards
Outwards
6) Minutes: 9.00pm
Board Meeting Minutes to be approved
Matters Arising:
7) Triennial Workplan: Update / Agenda setting / Evaluation 9.00 9-10pm
8) General Business
Review schedule: September 2020 Next review: April 2023In–committee Meeting Agenda:
A typical agenda is as follows:
BREAM BAY COLLEGE BOARD OF TRUSTEES
In-committee AGENDA
MEETING xxx, 20xx
Timeframe
Confirmation of Agenda Items 9.15pm
1) BOT Work plan / Policies items xx pm
2) Principal’s Report - taken as read 9.17pm
Things to do
Attachments
Requests for leave > 5 days
Staff absences > 5 days
Number of stand-downs / suspensions
Police Vetting details
International Students
Appointments
Resignations
Maternity Leave
Staffing
Vacancies
3) Financial Report xx pm
4) Correspondence: xx pm
Inwards
Outwards
5) Minutes: xx pm
Board Meeting Minutes to be approved
Matters Arising:
In Committee
“The Board RESOLVED that in terms of Section 47 of the Local Government Official Information and Meetings Act 1987 the public
be excluded from the remainder of the meeting because it wished to discuss matters relating to the Minutes of a Disciplinary
Committee meeting and personal staff matters for the reason that discussion of these matter in public would infringe the privacy of
a natural persons under Section 9(s)(a) of the Official Information Act 1982.”
Review schedule: September 2020 Next review: April 2023C1.3 Meeting checklist
C1.4 Evaluation of Meeting:
This will be completed as prescribed in the Triennial plan.
Meeting held on: (date) Chaired by (name)
1 How well did we accomplish the results we expected from this meeting based on the set agenda?
Not at all Very well
1 2 3 4 5
Comment:
2 How satisfied are you with how the team worked as a group?
Not at all Very well
1 2 3 4 5
Comment:
3 How satisfied are you with your participation and contribution as an individual?
Not at all Very well
1 2 3 4 5
Comment:
4 Is there anything that you believe would improve our meeting process?
Name: (Optional)…………………………………………………………………………………………….
Review schedule: September 2020 Next review: April 2023
C2. Committee Principles
The board may set up committees/working parties to assist the board carry out its responsibilities and due process (e.g., staff
appointments, finance, property, disciplinary).
Education Act 1989, section 66
Section 66 gives the board the authority to delegate any of its powers to a special committee, except the power to borrow money.
Refer to Section 66 for further information.
Board committees:
1. Are to be used sparingly to preserve the board functioning as a whole when other methods have been deemed inadequate.
2. Can consist of non-trustees. Committees must have a minimum number of 2 persons, at least one of whom must be a trustee.3. May not speak or act for the board except when formally given such authority for specific and time-limited purposes. Such
authority will be carefully stated in order not to conflict with authority delegated to the principal or the chair.
4. Help the board (not the staff) do its work.
5. Other than the board discipline committee must act through the board and therefore can only recommend courses of action to
the board and have no authority to act without the delegated authority of the board.
6. Assist the board chiefly by preparing policy alternatives and implications for board deliberation. Board committees are not to be
created by the board to advise staff.
7. Are to have terms of reference drawn up as required. It is suggested that these contain information about the following:
• purpose
• committee members
• delegated authority
The following committees are currently established:
Review Sub Committee if needed
Finance Sub Committee
Discipline Sub Committee
Property Sub Committee
CoL Sub Committee
Review schedule: September 2020 Next review: June 2023
C2.1 Review Committee: Terms of Reference
Purpose
To monitor, on the board’s behalf, compliance with board policies and external legislation. This includes:
1. Supporting the board to review the effectiveness of the board’s governance processes.
2. Reviewing the effectiveness of systems for the assessment and management of areas of risk.
3. Verifying that mechanisms are in place to ensure compliance with statutory requirements, financial and other.
4. Commissioning reviews of specific controls and procedures (financial or non-financial) where so requested by the board.
5. Reporting any problems or reservations arising from the external auditors/reviewer’s work and any other matters that the
external auditors/reviewers note to the attention of the board.
6. Ensuring implementation of the triennial review programme.
Committee members
At least one trustee who should not be either the board chair or principal.
Meets
As required. The chair of this committee will report to the board as appropriate on the areas covered by the terms of reference and
the triennial review programme.
Delegated authority
The review committee is formally constituted as a committee of the board within these approved terms of reference and the delegated
authority re the delegations list.
The committee shall be appointed by the board. The board may co-opt additional trustees to the committee as and when required.
Members of the management team shall attend meetings when requested. A representative of the external auditors may be
requested to attend meetings when appropriate.
The committee is authorised by the board to investigate any activity within its terms of reference. It is authorised to seek any
information it requires from any trustee or employee and all trustees and employees are requested to co-operate with any request
made by the committee. The principal will be informed in advance of any such requests.The committee may recommend that external and independent advice is sought. If the advice is likely to incur costs prior approval
must be sought from the board.
[Note: NZSTA provides free and confidential advisory services via its helpdesk, human resource and industrial advisors free to
trustees and boards.]
No individual member of the review committee can act without the directive of the committee as a whole.
Review schedule: September 2020 Next review: June 2023
C2.2 Student Behaviour Management Committee: Terms of Reference
Purpose
To ensure that all processes relating to the suspension of students adhere to the requirements of the Education Act 1989, Education
Rules 1999 and Ministry of Education guidelines.
Committee members
All members of the board excluding the principal and the student trustee. The chair of the committee is the board chair or, in the
chair’s absence, will be determined by the committee. The quorum for the committee shall be two trustees.
Delegated authority
Under Schedule 6 section 17 of the Education Act 1989, certain powers of the board shall be delegated to the student disciplinary
committee of the board of trustees. The committee will:
1. act in fairness, without bias or prejudice and with confidentiality
2. act within legislation and the Ministry of Education guidelines
3. act only on written and agreed information, not verbal hearsay
4. use processes of natural justice in discipline hearing procedures
5. make recommendations on discipline matters to the board as necessary, or
6. decide the outcome of any student disciplinary meeting.
The board will be kept informed by the principal of the number of stand-downs, suspensions, exclusions and expulsions at each
board meeting.
Review schedule: September 2020 Next review: June 2023
C2.3 Finance Committee: Terms of Reference
Purpose
The finance committee is formed to provide guidance to the principal in the financial management of the school.
Scoping
The board of trustees has overall responsibility for the financial management of the school but delegates the day-to-day management
of the school’s finances and budget to the principal.
As a committee of the board, the finance committee is responsible for providing guidance to the principal on financial matters.
Delegated authority
The finance committee is responsible to the board for:
1. recommending, in association with the principal, an annual operating and capital budget, including professional development
budget allocation for the principal and the staff
2. determining the level of budgetary discretion available to the principal
3. monitoring and reporting on the annual budget via the principal4. reviewing on behalf of the board accounts passed for payment by the school
5. advising on additional funding sources
6. assisting the principal to prepare a financial results report, where appropriate, which is to be provided to the board by the
principal at every board meeting
7. recommending changes to financial policy
8. overseeing the preparation of the annual accounts for board approval
9. assisting the principal in reporting financial performance to parents and the community
10. providing input into the school’s strategic plan
11. preparing special reports for consideration by the board
12. annually reviewing the school’s risk management needs and insurance cover
13. assessing and making recommendations to the board on requests for spending on individual items outside of budget.
Finance committee annual calendar
Date Action required
Each meeting Budget to be monitored
Payments to be approved
Accounts and authorities approved
April Budget approved
Accounts approved to be sent to the auditor
Capital budget approved
June Ensure any issues raised by the auditor have been addressed
September Annual review of risk management needs and insurances
October Following year budget cycle begins
Finance officer creates roll over budget
HOD’s submit requests
Principal / Finance officer - meeting
November Finance subcommittee meeting to approve a draft budget for submission to BOT
December Draft budget submitted to BOT
Review schedule: September 2020 Next review: June 2023
C2.4 Property Committee Terms of Reference:
1. Responsibility of the Board:
The board of trustees has overall responsibility for the property management of the school but delegates the day-
to-day management of the school’s property and maintenance to the principal.
The property committee as a committee of the board is responsible for providing guidance to the principal on
property matters.
2. Purpose of the Property Committee:
The property committee was formed to provide guidance to the principal in the management of the school’s
property.
3. Delegated Authority:
The property committee is responsible to the board for:
1. Completing one school wide property inspection per year of existing property.
2. Representing the board to ensure consultation on design of roll growth property
3. Recommending the 5YA plan for Board approval
4. Monitoring and reporting on property via the principal.
5. Recommending changes to property management.
6. Providing input into the school’s property strategic plan.
7. Preparing special property reports for consideration by the board.
8. Quarterly reviewing the school’s H&S risk through the principal
9. Assessing and making recommendations to the board on requests for new capital works.You can also read
