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 Board Conduct




The performance of the school depends significantly on the effectiveness of relationships promoted, fostered and acted on by the board, and individual members of the board. The board will develop and maintain positive working relationships within its membership and with all persons and organisations associated with the school. A positive, productive working relationship with the school principal will be based on shared understandings of the respective roles and responsibilities of governance by the board, and management and leadership by the principal.


  1. Governance by the board means having "hands around, hands on but not hands in" the operations of the school. The board will maintain an interest and role in establishing the vision and direction for the school, strategically and annually, whilst the principal is delegated the authority for the day-to-day operational organisation of the school, ensuring compliance with both the board's policy framework and the law of New Zealand.
  2. Through consultation with stakeholders and in collaboration with the principal, the board establishes, and as needed, modifies the school's vision, mission, values and aims. The board annually consults with parents/caregivers of Maori students, and at least every three years, with the wider-school parent community.
  3. School policies are at a governance level and outline clear delegations to the principal. It is the board's responsibility to develop, monitor and review school policies.
  4. The board appoints, assesses the performance of, supports and nurtures the principal. The board annually establishes the principal's performance agreement which is linked to the school's strategic and operational goals. The board annually delegates/appoints the principal's appraiser and receives an appraisal report.
  5. No member/s of the board may act independently of the board without the recorded delegated authority of the board; the 'board' is the collective body of its members. Proposed actions are MOVED as a MOTION and voted on by the board. A MOTION is Carried / Not Carried by majority vote; decisions of the board are minuted. Any disagreements with the board's stance will be resolved within the board. No member/s of the board may publicly voice a view contrary to the agreed view, stance of the board; failure to comply with this resolution may result in censorship of the member/s by the board.
  6. Members of the board are responsible to and through the board chair. Members of school staff are responsible to and through the principal.
  7. The board has a Code of Conduct that prescribes a commitment to ethical conduct in all areas of its responsibilities and authority; refer to the Modern School Board of Trustees Handbook.
  8. Members of the board will respect the integrity of the principal and Staff.
  9. 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. Sub-committees of the board will have clearly stated delegated authorities.
  10. Delegated authorities will be minuted by the board and include:
  11. The board chair and principal will meet regularly. The purpose of these meetings is to refer to board business, ensuring everything is on track according to the agreed actions of the board. The board chair and principal will not discuss and/or make decisions on matters not known by the board.
  12. The board will maintain a full-working understanding of the school's policy and procedures on Concerns and Complaints.


The board is entrusted to work on behalf of all stakeholders and is accountable for the school's performance. It emphasises strategic leadership, establishes the vision for the school, and ensures that it complies with legal and policy requirements. Policies are at the governance level, and outline clear delegations to the principal. The board and principal form a governance/management 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.  However, enhancing student achievement is the focus.


  1. The board's role is recognised as one of governance… 

It is recognised that the board has the overall responsibility for the school, but to enable a school to function effectively, the board and principal must work together in a climate of mutual goodwill, trust and co-operation.  The board will undertake to meet the following core responsibilities:

  1. Set, and as needed, modify the vision, mission and school values.
  2. Promote and protect the special character of the school.
  3. Appointing and supporting the chief executive.
  4. Establish a relevant and feasible strategic plan.
  5. Approve and monitor the operational (annual) plan.
  6. Ensure a relevant charter is completed and annually a copy sent to the Ministry of Education.
  7. Appoint, assess the performance of, and support the principal.
  8. Review the general policy direction and when necessary delete obsolete and develop new policies.
  9. Act as a good employer.
  10. Provide stewardship; financial, asset-base, property, personnel, health and safety and curriculum.
  11. Oversee, conserve, and enhance the resource base of the school.
  12. Approve major programme initiatives.
  13. Manage risk and ensuring legal compliance.
  14. Commit to a programme of professional development that includes new trustee induction.
  15. Maintaining a governing body succession plan.
  16. Setting standards for and evaluating the board's own governance performance.
  17. Build a broad base of community support.
  18. Exercise governance in a way that fulfils the intent of the Treaty of Waitangi by valuing and reflecting New Zealand's dual cultural heritage.
  19. Reporting, at least annually to stakeholders, including staff and parent community.
  20. Ensure all trustees adhere to the "Board's Code of Conduct".


All trustee members are bound by the same Code of Conduct, which states, trustees must…

  1. Respect the integrity of other trustees, staff, the principal, parents and students;
  2. Ensure that individual trustees do not act independently of the board's decisions;
  3. Ensure that any disagreements with the board's stance on matters raised and discussed by the board, are resolved within the board.

It is implicit in the board ethic that, all trustee members, whether elected, appointed, or co-opted, share the same status and same aspirations, that is, to serve the needs of the students and their learning.  Although members of the board will be mindful of the interests of those people in the school community with whom they are most closely involved, it is their obligation to serve the broader interests of the school and its students; this applies to all trustees. It is the board that agrees to and initiates staff and/or community consultation on matters relevant to the operations of the school.

We shall at all times:-

  • maintain and understand the values and goals of the school
  • serve the needs of the school rather than any particular areas of interest
  • respect and give fair consideration to diverse and opposing viewpoints
  • publicly represent the school in a positive manner
  • respect the integrity of the principal and staff
  • observe the confidentiality of non-public information acquired in our roles and not disclose to any persons such information that may be harmful to the school
  • be diligent and attend meetings of the board, prepared for full and appropriate participation in decision making
  • speak with one voice through our adopted policies and ensure that any disagreements with the board's stance are resolved within the board
  • avoid any conflicts of interest with respect to our trustee responsibilities
  • recognise the lack of authority in any individual trustee or subgroup of the board in any interaction with the principal or staff
  • recognise that only the chair or board delegate may speak on behalf of the board
  • be available to undertake appropriate professional development
  • continually self-monitor our own individual performance as a trustee against policies, roles and responsibilities, delegated responsibilities through portfolios, and to collectively monitor the overall performance of the board against school purpose and direction


07-856 6122
021 859 916
07-856 8954
218 Cambridge Road, Hillcrest, Hamilton 3216
PO Box 11017, Hillcrest, Hamilton 3251