We do 3 key things:

• Ensuring clarity of vision, ethos and strategic direction, (we are not operational that is the school leadership team's job.)
• Holding the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff
• Overseeing the financial performance of the school and making sure its money is well spent.

As a governing board we have responsibility for determining, monitoring and reviewing the policies, plans and procedures that help the school operate well.

To do this we work very closely with the head teacher and senior leadership team. 

Our vision is to support the school to achieve its mission as a happy, caring community school, where all are welcomed and valued.

The school's aims are our aims.

The values of the Governors are underpinned by the school values of Respect, Resiliance, Reflectiveness, Responsibility and Reciprocity. We encourage principles of equality, diversity and inclusion and are committed to support the well-being of every child and their families in our school and every member of staff working at Disley primary school.

As part of the governing body team, a governor is expected to

• Contribute to the strategic discussions at governing board meetings which determine:
  • the vision and ethos of the school;
  • clear and ambitious strategic priorities and targets for the school;
  • that all children, including those with special educational needs, have access to a broad and balanced curriculum;
  • the school’s budget, including the expenditure of the pupil premium allocation;
  • the school’s staffing structure and key staffing policies;
  • the principles to be used by school leaders to set other school policies.

• Hold the senior leaders to account by monitoring the school’s performance; this includes:
  • agreeing the outcomes from the school’s self-evaluation and ensuring they are used to inform the priorities in the school development plan;
  • considering all relevant data and feedback provided on request by school leaders and external sources on all aspects of school performance;
  • asking challenging questions of school leaders;
  • ensuring senior leaders have arranged for the required audits to be carried out and receiving the results of those audits;
  • ensuring senior leaders have developed the required policies and procedures and the school is operating effectively according to those policies;
  • acting as a link governor on a specific issue, making relevant enquiries of the relevant staff, and reporting to the governing board on the progress on the relevant school priority; and
  • listening to and reporting to the school’s stakeholders : pupils, parents, staff, and the wider community, including local employers.

• Ensure the school staff have the resources and support they require to do their jobs well, including the necessary expertise on business management, external advice where necessary, effective appraisal and CPD (Continuing Professional Development), and suitable premises, and that the way in which those resources are used has impact.
• When required, serve on panels of governors to:
• appoint the headteacher and other senior leaders;
• appraise the headteacher;
• set the headteacher’s pay and agree the pay recommendations for other staff;
• hear the second stage of staff grievances and disciplinary matters;
• hear appeals about pupil exclusions
• Undertake appropriate governor training and engage in the review of the effectiveness of the governing board

As a governing board we have responsibility for determining, monitoring and reviewing the broad policies, plans and procedures within which the school operates.

Our three core strategic functions are:

1. Ensuring clarity of vision, ethos and strategic direction;
2. Holding the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff
3. Overseeing the financial performance of the school and making sure its money is well spent.

To achieve this we work very closely with the head teacher and senior leadership team. 

As part of the governing body team, a governor is expected to

• Contribute to the strategic discussions at governing board meetings which determine:
  • the vision and ethos of the school;
  • clear and ambitious strategic priorities and targets for the school;
  • that all children, including those with special educational needs, have access to a broad and balanced curriculum;
  • the school’s budget, including the expenditure of the pupil premium allocation;
  • the school’s staffing structure and key staffing policies;
  • the principles to be used by school leaders to set other school policies.
• Hold the senior leaders to account by monitoring the school’s performance; this includes:
  • agreeing the outcomes from the school’s self-evaluation and ensuring they are used to inform the priorities in the school development plan;
  • considering all relevant data and feedback provided on request by school leaders and external sources on all aspects of school performance;
  • asking challenging questions of school leaders;
  • ensuring senior leaders have arranged for the required audits to be carried out and receiving the results of those audits;
  • ensuring senior leaders have developed the required policies and procedures and the school is operating effectively according to those policies;
  • acting as a link governor on a specific issue, making relevant enquiries of the relevant staff, and reporting to the governing board on the progress on the relevant school priority; and
  • listening to and reporting to the school’s stakeholders : pupils, parents, staff, and the wider community, including local employers.
• Ensure the school staff have the resources and support they require to do their jobs well, including the necessary expertise on business management, external advice where necessary, effective appraisal and CPD (Continuing Professional Development), and suitable premises, and that the way in which those resources are used has impact.
• When required, serve on panels of governors to:
  • appoint the headteacher and other senior leaders;
  • appraise the headteacher;
  • set the headteacher’s pay and agree the pay recommendations for other staff;
  • hear the second stage of staff grievances and disciplinary matters;
  • hear appeals about pupil exclusions
• Undertake appropriate governor training and engage in the review of the effectiveness of the governing board