Board Impact Statement

Kirton Lindsey Primary School

Board Impact Statement 2018/19

Introduction

The board of governors has three core functions as set out by the DfE :

  • To ensure clarity of vision, ethos and strategic direction
  • To hold the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff
  • To oversee the financial performance of the school and make sure its money is well spent

Our board and its timetable of work is structured to enable us to focus on these.

To ensure that we are meeting these functions and to measure our effectiveness we have:

  • A program of review for effectiveness of Full Governing Body meetings, Committee Terms of Reference and calendar of work
  • Reviewed the membership of the board and ensured we have the skills and knowledge we need to enable us to do our work
  • Strengthened the board with new members with appropriate skills
  • Reviewed the quality of the information we receive and the recording of our discussions and decisions (professional clerking).
  • Individually considered our training and development needs and submitted these to create a board development plan

During the year we hold half termly meetings of the full board and a minimum of a termly meeting for each committee (Safeguarding, School Improvement and Resources)

Governors are regular visitors to the school either to informal and celebratory events or as part of formal monitoring and review processes.

The board consults regularly with staff, children and parents and other relevant stakeholders.  Sometimes this is on a specific topic using questionnaires and sometimes by participation in school wide reviews.  Governors regularly engage with parents at open evenings.  We see this as a strength of governance.

In 2018-2019, the governing board has had the following impact on each of the core governing functions:

Core function 1 (intent)

To ensure clarity of vision, ethos and strategic direction

Implementation
  • The board approved 2019–2021 Vision, Values and Strategic Plan (May 2019)
  • The board approved the annual School Development Plan that focused on the delivery of specific aspects of this strategy and worked with the Headteacher on emerging priorities for the next year.  Regular monitoring visits are undertaken.
  • The board mapped the vision and values to the curriculum to ensure that the intent was in line with strategy
  • The board continued to keep close contact with the development of Kirton Lindsey town as the potential growth in housing may impact the school. The relationship with Kirton Lindsey Town Council has been invigorated and a good working relationship has been developed.
Impact
  • Leadership: everyone has a clear statement of direction. Decisions made over budgets, staffing, curriculum and performance objectives can all be set in line with this strategy.
  • Leadership of the school is clear and effective and monitoring strong
  • Strong focus on quality of teaching and data outcomes for ALL pupils.
  • Safeguarding is high profile and is effective
  • The strategy for the school curriculum has clear drivers led by the board’s vision and values.
  • The school is forward thinking and preparing for future development in a timely manner
  • Kirton Lindsey Town Council has said the following about our collaborative working: “In light of the expected growth in housing in Kirton in Lindsey, the Town Council is working closely with governors and leaders at the school to ensure there continues to be an adequate provision for all children of our town. Our relationship grows from strength to strength and governors provide valuable input at our local Regeneration meetings and Town Council meetings.”
Next steps
  • To receive regular updates on progress through the Termly Report
  • To undertake a full review of progress towards strategy in Autumn Term 2020
  • To continue to monitor progress towards the SDP through visits to school and reports from senior leaders verified by external reviews
  • To review and approve the 2019/20 School Development Plan
  • The board will continue to receive reports from curriculum leaders, pupil voice and offer challenge to ensure the curriculum meets the needs of ALL pupils
  • Continue to liaise with local Town Council, Planning department and Local Authority to ensure that the school is prepared for any future growth in pupil numbers.

Core function 2 (intent)

To hold the headteacher to account for the educational performance of the school and its pupils, and the performance management of staff

Implementation
  • The School Improvement Committee scrutinised pupil data; asked challenging questions of the Headteacher as appropriate and participated in focused whole school reviews.
  • These reviews focused on Whole School Challenge Day with School Improvement Partner, Safeguarding, Pupil Premium, Reading and Writing and PE
  • The board asks for termly data update on all pupils and challenges the Senior Leaders where pupils appear to be off track.
  • The board worked with the Headteacher to refine the data that the school uses in light of issues in the Summer 2018 KS2 tests.  New data reporting to the board was developed and the school began to use Fisher Family Trust data to help with monitoring.
  • The leadership see reading as key for our children.  It enables them to take full advantage of all the curriculum opportunities presented to them in their educational journey.  The board approved investment in Accelerated Reader and has been closely monitoring reading across the school.  Involved in a Reading review (September 2018), strong focus on reading throughout the year.
  • Board focus on disadvantaged and vulnerable groups.  Improving Performance Committee held a focussed meeting on SEND (Nov 2018) Board strengthened by addition of governor with SEND expertise. Board involved in complete review of disadvantaged groups and use of Pupil Premium funding (Dec 2018)
  • The board hold the Headteacher to account through an annual Performance Management Review.  Objectives are set in line with school development needs.
  • The board receives information about the appropriateness of the performance management of the staff.
Impact
  • Reporting to the board has improved and leaders have useful data to enable them to drive school improvement.  No one is complacent, standards of National Testing data remain challenging, but every effort is made to maximise learning.
  • 2019 KS2 SATs Attainment for Reading, Writing and Maths on or above National Average
  • Reading is high priority throughout the school and there is evidence that children are enjoying and engaging with reading more than before. During Pupil Voice at the reading review in Sept 2018, governors identified that ‘children spoke of how they like reading at home and school and some use the local library. They have opinions about which books they like and why.’
  • Evidence of improved oral fluency data provided at School Improvement Committee June 2019
  • SATs results 2019 showed that Reading results were above National Standard at both KS1 and 2, both at expected standard and greater depth.
  • Evidence of effective staff development can be seen in the staff questionnaires responses, which show that they are “confident in the subject knowledge and benefited from some quality training last year that has had an impact on practice.”
  • Disadvantaged groups considered in all that we do.  A real focus on every child and a curriculum accessible to all. Provision for SEND children targeted and appropriate to need.  Pupil Premium carefully targeted see below under financial oversight.
  • The headteacher is held to account for the delivery of improvement within the school.  The school moves forward through development of new initiatives and clear focus on priorities through the effective use of performance management.
Next steps
  • To review the terms of reference and effectiveness of the work of the committee and the impact of the monitoring visits to school
  • Continue to scrutinise and challenge data and ensure effectiveness of data presented to the board and ensure standards continue to rise
  • Continue to monitor the improvement of reading across the school
  • 2019-20 academic year School Improvement Committee focus on early reading
  • Board will work with HT to review the year and draft strategy for 2019/20
  • Interim review held in March and a full review will be held in the Autumn Term.  Progress towards the objectives is reported regularly to the board.

Core function 3 (intent)

To oversee the financial performance of the school and make sure its money is well spent.

Implementation
  • The Resources Committee ensured that funds were directed to enabling the delivery of the Strategic Plan and the School Development Plan.  Resources have been allocated to a new PSHE scheme (Jigsaw) and The Accelerated Reader Programme to support the curriculum
  • Governors have been involved in a school wide review of the Pupil Premium Strategy including allocation of funds and impact (published on the school website)
  • The Resources Committee approved resources being allocated to further strengthen the pastoral support team.
  • The board has encouraged and supported the headteacher to develop a strategy for growing and developing our own staff to counter recruitment issues and improve succession planning. Governors have also successfully transitioned to a new Chair of Governors.
Impact
  • Financial oversight is strong.
  • The school has a balanced budget. The impact of school spending is targeted, monitored, and effective
  • Support for vulnerable children and families greatly improved. Pastoral staff report increasing workload now more manageable.
  • The school has a strengthened and stable staff team – quality of teaching is good and leaders are growing and developing in their roles. Succession planning has a high priority.
Next steps
  • To review the terms of reference and the effectiveness of the work of the committee and the impact of the monitoring visits to school
  • The board will receive regular curriculum reports
  • A teaching and learning review will be undertaken with external experts to ensure governors can triangulate the quality of teaching
  • Board will continue to monitor pupil premium spending and the impact on vulnerable groups
  • Board will continue to monitor through learning mentor report to safeguarding meeting