Headteacher: Mrs H.M. King

Deputy Headteacher: Mr S. Powell

Senior Leadership Team

The Headteacher and Deputy Headteacher are part of the Senior Leadership Team.

Other members of the Senior Leadership Team are:

Senior Assistant Headteacher: Mrs J Cooper-Marsh

Assistant Headteachers: Mrs M Green, Mr Y Ismail and Mrs B Wells

School Business Manager: Mrs G Southwell

Chair of Governors: Mr M Peatfield

The Chair of Governors' email address is: mpeatfield1@wolseyhouse.leicester.sch.uk

SENDCOS

Mrs J Cooper-Marsh: jcooper@wolseyhouse.leicester.sch.uk

Miss L Watts: lwatts@wolseyhouse.leicester.sch.uk

Members of staff who manage initial queries and other queries from parents, carers and other members of the public: 

The Admin Team - Mrs J Hayes, Mrs H. Green, Mrs G Southwell and Mrs H Jeffery

Mrs H. M. King and Mr S Powell

Member of staff who deals with enquiries from the media: Mrs H. M. King 

 

Data Protection Officer (DPO)

Please find below the contact details of the School’s Data Protection Officer: -

Data Protection Officer: Judicium Consulting Limited

Address: 72 Cannon Street, London, EC4N 6AE

Email: dataservices@judicium.com

Web: www.judiciumeducation.co.uk

Telephone: 0345 548 7000 Option 1, then Option 1 again.

Lead Contact: Craig Stilwell

School Governors

Wolsey House Primary School Governors
Name	Type	Date Elected
Mr M Peatfield	Chair of Governors Parent Governor	June 2017 Term renewed June 2021
Mrs H.M. King	Headteacher Governor	August 2014
Mr S Powell	Elected Staff Governor	June 2016 Term renewed Nov 2020
Mrs J Bolton	Local Authority Governor	May 2024
Mrs J Shardlow	Co-opted Governor Chair of the Finance Committee	May 2021
Mr I Fletcher	Co-opted Governor	Nov 2023
Mr M Suleman	Parent Governor	March 2023
Mrs B Raikundalia	Parent Governor	March 2023
Mr Y Patel	Parent Governor	June 2024
Mr G Grimes	Clerk to the Governing Body

 

                                               The constitution of governing bodies of maintained schools

 

What is the role of the Governing Body?

At Wolsey House Primary, we believe that school is a place of learning for everyone and that people learn best when they feel safe, and when we work as a team.  Good relationships and friendship are important to us, and we strive to build effective learning partnerships with our parents and carers to help us reach the best possible outcomes for all of our pupils. We recognise that we are all on a journey of learning. We want our pupils to enjoy coming to school and we want them to be challenged and inspired to learn. The work of our Governing Body helps realise these aims and ensure our school sets itself even higher goals on its journey of improvement.

Governing Bodies exist so that schools are publicly accountable to local people for what they do, for the results they achieve, and for the way in which the resources are allocated.

Governors are expected to:

• Establish and agree the aims and values of the school
• Establish and agree policies relating to the aims, purposes and practices of the school (e.g. National Curriculum, SEND, Safeguarding, Behaviour, Attendance, Sex Education, etc.
• Influence and approve the school improvement plan, and monitor and review the school’s progress
• Ensure delivery of the National Curriculum and R.E.
• Advise and monitor the school budget
• Ensure individual pupils’ needs are met, including those with additional learning needs e.g. those with special educational needs
• Assist in the recruitment and selection of staff
• Give parents information about the school
• Produce action plans for improvement following school inspections
• Establish and maintain positive links with the local business community
• Support the day-to-day operational decisions taken by the headteacher
• Promote the effectiveness of the governing body
• Provide and external perspective, advice and skills
• Appoint and support staff
• Deal with complaints and exclusion appeals

 

All state-maintained schools, whether they are primary, secondary or special schools, are accountable to their Governing Bodies. They, in turn, are accountable to parents and the community. Parent and staff representatives are elected to the governing body; the local authority may appoint governors to the governing body and faith bodies appoint foundation governors in faith schools. Whatever the background or reason for appointment for individual Governors, the Governing Body as a whole fulfils a critical role in the effective leadership and management of a school.

The governors’ role is vitally important. It is not about rubber stamping decisions or about fundraising. School governors provide strategic leadership and accountability. Governors appoint the head teacher and are responsible for the performance management of the head teacher. It is governors who are responsible for the finances in schools and in ensuring that these are used to the maximum benefit of all pupils.

 

Governors have three key roles in raising and maintaining standards in school:

1. Setting strategic direction.
Responsibility for the day-to-day management of the school lies with the Headteacher or Principal. The Governing Body is responsible for working with the leaders in school to ensure there is a longer-term view, or strategy, for school improvement.

2. Ensuring accountability.
The Governing Body holds the school to account via:
1. Undertaking the Performance Management of the Headteacher. This is normally allocated to three Governors who carry out a review in the autumn term (beginning of the academic year) often with external professional support. An over-view is reported to the full Governing Body.

2. Referring to the Headteacher’s Report to Governors. This is normally a termly agenda item and will follow a set format. It is an opportunity for Governors to then seek clarification, offer challenge and refer information in the report to the School Improvement/Development Plan. The report should contain information on school developments; any staffing changes; assessment procedures, test and exam results; records of bullying and any safeguarding issues.

3. Monitoring and evaluating school performance.
Our Governing Body has assigned Governors to specific curriculum areas. These are split into two groups.
There are a number of ways that monitoring can take place:
• Observing/visiting lessons during a Learning Walk and/or lesson observations
• Meeting with subject leaders and teachers
• Looking through examples of pupils’ work (work scrutiny).
• Analysing relevant test results (attainment).
• Analysing and discussing the progress pupils make from their starting points (achievement).

The Governing Body also holds the school to account via:

The School Improvement Plan to monitor developments and ensure actions are carried out on schedule. This should be referred to regularly in Governing Body meetings.

Monitoring and checking the budget and allocation of funds. Often a sub-committee will have an over-view of finances and will report to the full Governing Body.

Using data produced by the school and from RAISE online to compare attainment and achievement against national standards.

The Governing Body plan to further develop our methods of communication with parents/carers by sharing information about our work and respond to their concerns or ideas:

• Regular newsletters and emails

• Governing Body page on the school website

• Governor presence at events such as parental consultation evenings, school productions, sporting events and assemblies

• Weduc, Twitter and Facebook 

• Posters around school about any major developments

Governors’ duties towards children who are on the SEND register

Legal Duty

The Education Act 1996 s. 317 requires Governing bodies of schools to use their best endeavours to:

• Ensure that for any pupil who has SEND the special educational provision which his/her learning difficulty calls for is made.
• Ensure that where a pupil has special educational needs, those needs are made known to all who are likely to teach them
• Ensure that where a pupil has special educational needs, those needs are made known to all who are likely to teach them
• Ensure that the teachers in the school are aware of the importance of identifying and providing for, those registered pupils who have special educational needs
• Designate a member of the staff at the school (to be known as the “special education needs coordinator”) as having responsibility for co-ordinating the provision for pupils with special educational needs and make sure they are suitably qualified
• Consult the local education authority and the governing bodies of other schools to ensure co-ordination of Special Educational Provision
• Inform the child’s parent that special educational provision is being made for him/her there because it is considered that he has special educational needs

 

Will secure, so far as is reasonably practicable and is compatible with:

a. The child receiving the special educational provision which his/her learning difficulty calls for
b. The provision of efficient education for the children with whom he/she will be educated, and
c. The efficient use of resources ensure that the child engages in the activities of the school together with children who do not have special educational needs 

Governor conduct and the Nolan principles

The 7 principles of public life, also known as the Nolan principles, apply to anyone who has been elected or appointed to a public office, including those in the education sector. Under legislation, Governors should be guided by the Nolan Principles. These are:

• Selflessness
• Integrity
• Objectivity
• Accountability
• Openness
• Honesty
• Leadership

Governors should be aware of and accept the Nolan principles. Information about these is set out below:

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.

Governors should:
• Act in the best interests of the school
• Be open about the decisions they make
• Be prepared to explain their decisions and actions to interested parties