School Governance

The 1590 Trust established a school advisory board in September 2017. This will be operate instead of a local governing body, until the Trust is satisfied a local governing body can take back the full running of the school. 

The Bader School Advisory Board will meet at least termly and will:

• Seek to understand how the school is led and managed: the Head Teacher will report termly on how the school is fulfilling the trust’s ethos, vision and strategy
• Act as the panel when reviewing the head’s decisions on exclusions, and parents’ complaints
• Be the consultative body for the school Represent the school’s stakeholders (pupils, parents, staff and wider community)
• Forge links with the Thornaby community
• Act as an ambassador for the school
• Seek to build up the capacity of the school advisory board, with the intent of being able to demonstrate to the Trust, a conversion into a Local Governing Body is practical

It is the intent of the Trust to seek to promptly build up capacity and address any issues within an individual school, operating under an advisory school council, so as to enable that school to move to a local governing body, with delegated powers, over a period of time.

Bader Oversight Board of The 1590 Trust

Attendance Report

Register of Interests

Bader Primary School Advisory Board

Attendance Report

Register of Governors Interests

Bader Primary School 2023 – 2024

Bader Primary School 2022 – 2023

Bader Primary School 2021 – 2022

Bader Primary School 2019 – 2020

Register of Governor Interest Guidance

Governors must declare any relevant business interests as well as the details of any other educational establishments they govern.  The register must also set out any relationships between governors and members of the schools staff including spouses, partners and relatives.  It is important to address any perception of a conflict of interests by making clear where such potential personal or pecuniary interests might apply; this might be a conflict between personal interests and the interests of the school or the Council when dealing with outside organisations or individuals.

Note 1.        Pecuniary interest includes current employment, businesses (of which partner/proprietor), company directorship, charity trusteeship and other conflict.

Note 2.        Personal Interests can also include business involvement/company directorship or trusteeships or family or close connections to the governor (for example a company the school might have contracts with).

Examples (potential conflicts):

• A governor whose spouse/partner is employed by the school – Should not take part in discussion regarding the school’s pay policy or any staffing matter that might impact on their partner.  Both direct and indirect decisions might impact on the salary range of senior staff e.g. increasing pupil numbers.
• A governor involved with any committee group, business or after school club who hire part of the school – Should not be party to discussion involving the use of the school or their charging policy.
• A governor who is a supplier of goods or services to the school – Should not take part in decisions regarding the letting of contracts for that type of goods or services where a sub-contract relationship might exist.

The register of governor interests must also include details of attendance record at the governing body meetings and committees over the year and reviewed and updated on an annual basis indicating also when a governor steps down.

Associate governors must be included on the register and it should be clear when they have voting rights. The school is required to maintain a similar register of staff interests that should also be reviewed annually – as specified in the NCC code of conduct.  Staff had previously been included with the governor’s declarations but in light of the governing body register of interests being required to be published on the school web site, a separate register should be drawn up.  Staff governors will need to be included on both registers.