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Code of Conduct for Governing Board

The link below is to view the Code of Conduct for the Governing Board (pdf version). There is also the document in full below.

Code of Conduct for Oaklands Nursery Local Governing Board 2021 2022


2021 Version

This code sets out the expectations on and commitment required from school governors, trustees and academy committee members in order for the local governing board (LGB) to properly carry out its work within the school/s and the community.  This code applies to all governors at Oaklands Nursery.


This Code should be read in conjunction with the relevant law and for academies, their articles of association and agreed scheme of delegation.  It should be adapted as appropriate depending on the governance setting and level of delegation. 

The seven principles of public life 

(Originally published by the Nolan Committee: The Committee on Standards in Public Life was established by the then Prime Minister in October 1994, under the Chairmanship of Lord Nolan, to consider standards of conduct in various areas of public life, and to make recommendations). 


Selflessness - Holders of public office should act solely in terms of the public interest.


Integrity - 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 - Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.


Accountability - Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.


Openness - 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 so doing.


Honesty – Holders of public office should be truthful


Leadership – 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.



The governing board has the following core strategic functions:

Establishing the strategic direction, by:

  • Setting and ensuring clarity of  vision, values, and objectives for the academy
  • Agreeing the school improvement strategy with priorities and targets
  • Meeting statutory duties


Ensuring accountability, by:

  • Appointing the senior leaders/ other staff as appropriate, with the exception of the head teacher which is a Trust appointment made in consultation with the LGB
  • Monitoring the educational performance of the school/s and progress towards agreed targets
  • Performance managing the headteacher in conjunction with the Trust Board
  • Engaging with stakeholders
  • Contributing to school self-evaluation


Overseeing financial performance, by:

  • Setting the budget
  • Monitoring spending against the budget
  • Ensuring money is well spent and value for money is obtained
  • Ensuring risks to the organisation are managed


As individuals on the board we agree to the following:

Role & Responsibilities 

  • We understand the purpose of the local governing board, the purpose and role of senior leaders in school and lines of accountability within the Societas Trust;
  • We accept that we have no legal authority to act individually, except when the board has given us delegated authority to do so, and therefore we will only speak on behalf of the local governing board when we have been specifically authorised to do so;
  • We accept collective responsibility for all decisions made by the board or its delegated agents. This means that we will not speak against majority decisions outside the local governing board meeting;
  • We have a duty to act fairly and without prejudice, and in so far as we have responsibility for staff, we will fulfil all that is expected of a good employer;
  • We will encourage open governance and will act appropriately;
  • We will consider carefully how our decisions may affect the community and other schools;
  • We will always be mindful of our responsibility to maintain and develop the ethos and reputation of our school/group of schools. Our actions within the school and the local community will reflect this;
  • In making or responding to criticism or complaints we will follow the procedures established by the governing board;
  • We will actively support and challenge the senior leaders;
  • We will accept and respect the difference in roles between the board and staff, ensuring that we work collectively for the benefit of the organisation;
  • We will respect the role of the senior  leaders and their responsibility for the day to day management of the organisation;
  • We will avoid any actions that might undermine day to day management of the school, we understand that our role is strategic;
  • We agree to adhere to the school’s rules and polices and the procedures of the local governing board as set out by the relevant governing documents and law;
  • When formally speaking or writing in our governing role we will ensure our comments reflect current organisational policy even if they might be different to our personal views;
  • When communicating in our private capacity (including on social media) we will be mindful of our role and responsibility as a governor and strive to uphold the reputation of the organisation.



  • We acknowledge that accepting office as a governor/trustee/academy committee member involves the commitment of significant amounts of time and energy; 
  • We will each involve ourselves actively in the work of the local governing board, and accept our fair share of responsibilities, including service on committees or working groups;
  • We will make full efforts to attend all meetings and where we cannot attend explain in advance why we are unable to;
  • We will get to know the school/s well and respond to opportunities to involve ourselves in school activities;
  • We will visit the school/s, with all visits arranged in advance with the senior leaders and undertaken within the framework established by the local governing board;
  • When visiting the school in a personal capacity (i.e. as a parent or carer), we will maintain our underlying responsibility as a governor/trustee/academy committee member;
  • We will consider seriously our individual and collective needs for induction, training and development, and will undertake relevant training;
  • We accept that in the interests of open governance, our full names, date of appointment, terms of office, roles on the local governing board, attendance records, relevant business and pecuniary interests, category of governor and the body responsible for appointing us will be published on the school’s website;
  • In the interests of transparency we accept that information relating to governors/trustees/academy committee members will be collected and logged on the DfE’s national database of governors (Edubase).



  • We will strive to work as a team in which constructive working relationships are actively promoted;
  • We will express views openly, courteously and respectfully in all our communications with other governors/trustees/academy committee members, the clerk to the local governing board and school staff both in and outside of meetings;
  • We will support the chair in their role of ensuring appropriate conduct both at meetings and at all times;
  • We are prepared to answer queries from other board members in relation to delegated functions and take into account any concerns expressed, and we will acknowledge the time, effort and skills that have been committed to the delegated function by those involved;
  • We will seek to develop effective working relationships with the executive leaders, staff and parents, the trust, the local authority and other relevant agencies and the community.



  • We will observe complete confidentiality when matters are deemed confidential or where they concern specific members of staff or pupils, both inside or outside school;
  • We will exercise the greatest prudence at all times when discussions regarding school/trust business arise outside a local governing board meeting;
  • We will not reveal the details of any local governing board vote;
  • We will ensure all confidential papers are held and disposed of appropriately.


Conflicts of interest

  • We will act in the best interests of the school as a whole and not as a representative of any group, even if elected to the local governing board;
  • We will record any pecuniary or other business interest (including those related to people we are connected with) that we have in connection with the governing board’s business in the Register of Business Interests, and if any such conflicted matter arises in a meeting we will offer to leave the meeting for the appropriate length of time;
  • We accept that the Register of Business Interests will be published on the school/trust’s website;
  • We will also declare any conflict of loyalty at the start of any meeting should the situation arise.


Ceasing to be a governor/trustee/academy committee member

  • We understand that the requirements relating to confidentiality will continue to apply after a governor/trustee/academy committee member leaves office


Breach of this code of conduct

  • If we believe this code has been breached, we will raise this issue with the chair and the chair will investigate; the local governing board will only use suspension/removal as a last resort after seeking to resolve any difficulties or disputes in more constructive ways;
  • Should it be the chair that we believe has breached this code, the CEO of the Societas Trust will investigate.


Adopted by the governing board of Oaklands Nursery on Tuesday 19th October 2021.