Board of Trustees

Stephen Carroll


Garry de Thierry


Christine Browne


Heather Nahu


Debbie Hamblyn


Cara Hurihanganui


Julie Dudson


Joanna McQueen-Watton


Roles and Responsibilities

The Board of Trustees key areas of contribution is to:

Set and, as needed, modify the vision, mission, and values of the school. Protect the special character of the school. Ensure a sensible and feasible Strategic Plan. Approve and monitor the Annual Plan. Develop and review the general policy direction. Monitor and evaluate student learning outcomes. Appoint, assess the performance of and nurture the Principal. Act as good employers Provide financial stewardship. Oversee, conserve and enhance the resource base. Approve major policies and programme initiatives. Manage risk. Build a broad base of community support. Exercise governance in a way that fulfils the intent of the Treaty of Waitangi by valuing and reflecting New Zealand’s dual cultural heritage.

All Board members:

Are accountable to the Chairperson. Make themselves accessible and sympathetic to the needs of staff and parents. Accept the paramount importance of the Charter, Acts, and Employment contracts when making decisions. Attend Board meetings and Special meetings as required. Are prepared to accept responsibilities within the Board. Acknowledge the importance of and need for continuous training related to their position. Adhere to the Trustees Code of Conduct.

Role of the Chairperson

The Chairperson is the leader of the Board and carries overall responsibility for the integrity of the Boards processes. The Chairperson’s role is to oversee all Board activities and to act as spokesperson for the Board. The Chairperson is (re) elected each year following the Annual Meeting.

Key Responsibilities of the Chairperson

To provide leadership to the Board of Trustees as well as establish and maintain an ongoing working relationship with the Principal. To ensure that the Principal’s Performance Agreement and Appraisal are completed on an annual basis. To ensure that the work of the Board is completed. To effectively organize and chair Board meetings. To ensure the Board operates within its governance role. To promote good communication between the Board and the wider community. Ensure that the Board is a ‘good employer’. Ensure the Principal has the freedom to manage the day to day operation of the school. Ensure reports to the Ministry of Education are punctual and accurate. Through the Principal, or independently, as appropriate, keep the Ministry of Education informed of school situations of an unexpected nature. Ensure all trustees fulfil their responsibilities and act in accordance with school policy and legislative and contractual requirements. Read all official documents from the Ministry of Education and through the Board Secretary keep the Board informed of matters which affect the school in any way.

Principals Responsibilities

  • Attend all meetings of the Board.
  • Maintain regular meetings with the Chairperson.
  • Work cooperatively with trustees to facilitate responsibilities delegated to them
    Furnish a report on school operations, including curriculum, to the Board each month.
  • Report outcomes of curriculum review to the Board according to the timetable documented.
  • Report progress in Staff Appraisal to the Board.
  • Provide full and accurate information on all aspects of school operations to enable the Board to make wise decisions.
  • Support the Board and foster harmonious relationships between Board and Staff.
  • Facilitate opportunities for the Staff Trustee to report Board matters to staff or gather staff opinion for the Board.
  • Work within Board policy and contractual obligations.
    Action Board delegations after meetings as quickly and efficiently as possible.

Secretary’s Responsibilities

  • Bring any relevant correspondence to the attention of the Board Chair/Principal
  • Ensure meeting Minutes are typed and distributed as soon as possible following any meeting of the Board.
  • Ensure one copy of Board meeting documentation (Agenda, Minutes, Reports etc) are kept on file.
  • At least two days prior to the Board meeting, send out to all Board members a copy of all meeting documentation relevant to the meeting.
  • Record all inward and Outwards Correspondence.
  • File all correspondence in the Board filing cabinet as soon as possible following the meeting.
  • Distribute current STA News to all Board members.
  • Circulate any M. 0. E., S.T.A mail outs as necessary for Board information.
  • Keep a folder of Board Meeting Minutes available for public perusal.
  • Ensure In-committee minutes are locked securely in the Board filing cabinet.

Governance and Management

The role of the School Board of Trustees is governance. Governance is not the same as management. Management is an active, usually day to day activity which is concerned with the way things are done. Management is concerned with the ‘means’ for doing things, or in other words, the process. It is the manager’s task to get things done or to implement decisions often made by a higher authority, in the form of programmes and services.

Management is ‘hands on ‘hands in’.

Governance, by contrast, is not a day to day activity and is less concerned with the way things are done and more concerned with why things are done. Governance is concerned with ‘ends’ rather than means. Governance is often used interchangeably with a ruling, so the governing board is concerned with the rules which determine the way an organisation operates. However, after setting the rules, the board then steps back and authorizes others to carry them out. In the organisational context, rules are typically known as policies.

Governance is ‘hands off or ‘hands out.

The rules of an organisation are usually described as organsational policy, thus the governance board is also known as a policy board. Governance and policy are often used interchangeably. Management and programmes or services are often used interchangeably.

Principals (S76)

1) A school’s Principal is the Board’s Chief Executive in relation to the school’s control and management.
2) Except to the extent that any enactment or the general law of New Zealand provides otherwise, the Principal.
a) Shall comply with the Boards general policy directions; and
b)Subject to paragraph (a) of this subsection, has complete discretion to manage as the Principal thinks fit the schools day to day administration.

Education Act 7989 & Sections 75 and 76:

The legal responsibility of Boards of Trustees is determined by Section 75 of the Education Act 1989: Boards to control management of schools: (575)Except to the extent that any enactment or the general law of New Zealand provides otherwise, as school’s Board has complete discretion to control the management of the school as it thinks fit.