About our Board of Trustees
The Campbells Bay School Board of Trustees includes parents, one staff representative and the Principal. Elections for the board take place every three years.
The Board of Trustees meets in the school conference room, as near as possible to the fourth Wednesday of every month during term time. Board meetings are open for anyone to attend, but they are not public meetings. This means members of the public may attend, but will be asked to leave when the board goes into committee, and do not have speaking or voting rights.
Elected Parent Trustees: Vicki Caisley (Chairperson), John Fraser-Mackenzie, Jennifer Hanton, Doug Whitcombe, Jennifer Orman
Principal: John McGowan
Staff Trustee: Janice Brown
The Campbells Bay School Charter is the founding document of the school laid out by our Board of Trustees to the Government. It is an undertaking by the Board and outlines how the school is best managed and organised, the expected conduct of the school, and how our administration works.
The Board’s responsibilities towards the school curriculum are outlined in the National Education Guidelines, the National Administration Guidelines and National Curriculum Statements. These are considered part of our Charter. The Board is authorised to include local curriculum goals that reflect the particular values and needs of our community. These values and needs are evidenced by the school’s mission statement and local goals.
CBS Strategic Plan 2018-2020
|Ensure exceptional student achievement and high quality employment standards||Proactively manage roll growth and school capacity||Further develop and maintain community and stakeholder relations||Provide extraordinary opportunities for students|
|Continue to advance professional development opportunities for all staff. Employ and retain high performing teaching, non-teaching and RTLB staff. Lead with evidence based teaching practices.||Proactively manage school roll to a preferred maximum of 1100 students.||Engage regularly with our parent/caregiver community to inform them about our current education model including curriculum teaching and learning initiatives and programmes.||Embrace digital technologies to improve outcomes for students and to ensure they are equipped to meet the demands of their future.|
|Demonstrate continuous improvement in teaching and learning with an emphasis on collaborative teaching methods as best practice. Continue to develop RTLB tracking and evaluation skills.||Be courageous in actively seeking alternative solutions when roll growth threatens the school’s preferred maximum.||Maintain school brand look and feel in all our communication channels and continue to drive the CBS brand which includes our motto of “not self, but service”.||Discover and cultivate each student’s passion or niche, and strive to provide students with rich experiences and opportunities.|
|Implement appropriate health, safety and wellbeing initiatives, measure staff wellbeing and ensure actions are taken to create a safe and highly engaged workforce.||Develop, maintain and leverage relationships within the MOE and our school network to ensure satisfactory property outcomes for the school.||Develop and implement a model for FOCBS that supports community engagement and participation.||Rigorously track each student’s progress so that timely interventions can occur to ensure students achieve excellence.|
|Have proactive succession plans in place to enable promotion and advancement of staff. Mitigate key person risks.||Gather robust data to support our understanding of school capacity limitations and inform possible solutions to school capacity challenges.||Further develop mutually beneficial relationships with key stakeholders such as COL and MOE.||Resource the school to, wherever possible, offer equitable opportunities for all students to seek out their passion and develop as holistic individuals.|
Responsibilities of the Board of Trustees
In order to ensure good oversight over our main activities, the members of the Board of Trustees are allocated governance portfolios related to the school’s key functions. The day-to-day operational management of the school is the responsibility of the principal and the leadership team.
|Jennifer Hanton||Board Charter/Governance
Legal and Policies
Ministry of Education
|Principal John McGowan||Friends of Campbells Bay School
Board Secretary (by protocol)
|Janice Brown||Health and Safety|
About the Governance of Campbells Bay School
The Board is entrusted to work on behalf of all stakeholders in Campbells Bay School, and is accountable for the school’s performance. It emphasises strategic leadership, sets the standards and vision for the school, and ensures Campbells Bay complies with all legal and policy requirements. Policies are made at a governance level and outline clear delegations to the Principal.
Along with the Principal, the board serves as part of the leadership team, and the Principal reports to the board as a whole. In serving the school the board is proactive rather than reactive, and does not involve itself in the daily operational matters of the school. The board places student achievement as its focus, and aims to ask the right questions to best advance the success of the pupils.
If you are interested in reading more about the governance of schools in New Zealand, the New Zealand School Trustee Association website is a good place to start.
Role of the Board
The Board of Trustees is accountable for the management of the school. It ensures the goals laid out in the school’s Charter are achieved through good practises. The Board serves a number of practical purposes, including setting strategic goals, determining board policy, delegating powers to the appropriate groups of individuals, and reviewing how well all of those functions are being performed.
The Principal manages the school within the parameters set by the policies of the Board. The Board and Principal work in partnership to provide and maintain overviews of school activities, develop and review board policy, provide strategic direction and keep track of progress on all these fronts.
2014 Financial Statements
2013 Financial Statements