3. www.pdst.ie
• To familiarise participants with norms,
protocols and helpful practices relating to
various types of meetings
• To enable participants to conduct their first
meetings with Staff, Board of Management and
Parents’ Association
• To equip participants with strategies to address
incidental meetings and their availability in this
regard
Key Messages
9. www.pdst.ie
Chairperson
• Responsible for efficient and effective
management of meetings
• Acts as correspondent on behalf of BOM
with various agencies
• Agrees agenda of meetings in advance with
Principal
• Regular consultation meetings with
Principal
9
10. www.pdst.ie
Recording Secretary
• Communicate with Board members in
advance of meetings
• Keep accurate minutes of meetings
• Ensure that these are kept safe for the
proper functioning of the school and
inspection by DES or Patron (usually in the
school)
• Decisions only are usually minuted
10
11. www.pdst.ie
Treasurer
• Provision of statement of accounts at each
meeting
• Involvement in budget planning
• The Treasurer acts on behalf of the board
11
12. www.pdst.ie
• Agree agenda in advance with chairperson
• Agenda and invitation circulated to
members; a week’s notice
• Read previous minutes to get up to speed
• Good practice to have regular meetings
with chairperson (once a month to keep
appraised of current issues)
First BOM Meeting
Advance Preparation
13. www.pdst.ie
• Hard copies of agenda for each member
• Principal signs Membership Declaration
• Agreed norms
• Clarify roles
• Minutes
• Matters arising
• Correspondence
• Treasurer’s report
The Meeting Itself
14. www.pdst.ie
• Principal’s report
• Child Protection
• Anti-Bullying
• Policies review and ratification
• Specific Items: e.g. building project/
employment matter/ SEN
• Agreed Report
• AOB? (not listed on agenda)
The Meeting Itself Cont’d
15. www.pdst.ie
Rúndacht / Confidentiality
• Essential to the proper functioning of the
board
• Board should agree on the report to be
made to staff/Parents’ Association at the
end of each meeting
• The conduct of the business of the Board,
other than this report, must remain
confidential
15
16. www.pdst.ie
• Venue
• Time and date
• Members present and apologies
received
• Action Plan: issue/ decision or action/
by whom and when?
Sample of Minutes
17. www.pdst.ie
• All members should contribute to the
business of the board, at meetings and
between meetings
• Participate in the work of sub-committees
• Act as chairperson, or secretary, to a sub-
committee when required.
Rannpháirtíocht: Participation
18. www.pdst.ie
• Class allocation, attendance, enrolment issues.
• Child Protection: confidential
• Anti-Bullying Report
• Staffing: career breaks/ secondments/ appointments
• Curriculum issues
• SEN: staffing and hours
• Extra Curricular Activities
• Buildings
• Parental Involvement
• Health and Safety Issues
• Current Issues
• Upcoming events and activities
Tuairisc an Phríomhoide: Principal’s
Report
19. www.pdst.ie
• In-school SEN Meetings
• SENO
• Outside Agencies
• Case Conferences
• Minute/record the meetings
• Parents
SEN
20. www.pdst.ie
• Meet with Chairperson of PA re AGM
• AGM of PA: Attend for opening of meeting
only to introduce self and update re
upcoming events (good practice)
Parents’ Associations
21. www.pdst.ie
• Bí réidh!
• Formal and informal
• Both parents?
• Reports, IEPs, test results
• SEN team
Parent Teacher Meetings
22. www.pdst.ie
• Clear notice on door
• Lunchtime or Croke Park time?
• Generic email to all companies
• Specific times?
Incidentals, Callers and Reps
23. www.pdst.ie
• Listen to understand
• Ask good questions
• Acknowledge the other side
• Buy time
• Build trust
• Deal with the issue; not personal
• Focus on feelings not behaviour
• What’s beneath the iceberg?
• Explore ways forward; stay connected
• The role of emotional intelligence
Dr. Séan Ruth, 2015
Managing a Difficult Meeting
Each of the above learner outcomes will be addressed to equip NAPs as they embark on their firsts in terms of meetings.
Note the importance of setting up good practice from the outset to ensure the smooth running of meetings and meaningful outcomes for all involved……
Managed practice re engagement with incidental meetings is also very important…….. this enables effective time management for both administrative and teaching principals. It is particularly important for teaching principals to protect the integrity of the school day.
Key references:
Governance Manual for Primary Schools 2015-2019
IPPN BOM Resource Pack, 2015
Priorities for Principal Teachers- In Clear Focus
Brainstorm with participants re the types of meetings they will be engaged in…
Ensure that participants know what each abbreviation represents.
Are there different dynamics for the different types of meetings? Examples: SEN: who attends? Full SEN team (teachers + SNAs) or separately…??/ Should SNAs attend for the whole duration of the staff meeting…..
Meeting Norms
Pre Meeting:
Agree agenda & send to all including relevant resources and reading material. We agree to have read all correspondence including minutes prior to meeting to ensure efficiency.
Structure meeting in a clear and timely manner. We will begin and end our meetings on time. Meeting duration will be 60 mins and matters outstanding will be documented for next meeting.
During Meeting:
Meeting norms are recalled.
We maintain a positive tone at our meetings.
Be kind, courteous and respectful and consider matters from another’s perspective. We will contribute equally to the workload of the team.
We will not complain about a problem unless we can offer a solution.
Foster a questioning climate which is supportive yet encourages counter thinking. Opinions of everybody present are invited, welcomed and encouraged.
Speak and listen respectfully allowing one person only to speak at a time without interruption.
Address the issue not the person.
Respect the confidentiality of all participants and issues raised.
Silence does not always mean agreement. Where appropriate voting will take place around certain issues to ensure fair play.
End of meeting:
Decisions made which affect the whole team are communicated to all.
Action Plan agreed and delegated among members.
Check-in circle is facilitated.
Agreed Report.
Ref to folder with sample norms
First Staff Meeting…first few days back…maybe Croke Park? Be informal…go gently and carefully re Agenda
Locate minutes of previous staff meetings to get a picture of what’s going on…
Agree agenda in advance through shared document (written/ digital) and copy to all
Minutes: staff read in advance or read aloud at the meeting
Start and finish on time
Chairperson and recording secretary: rotating? Should principal chair to keep things moving/ avoiding digression?
Mindful listening and equal participation…… mobile phones
Confidentiality
Address the issue not the individual
Agreed decisions and timely actions…….. ensure someone takes responsibility for each action agreed upon and that there is a deadline for completion
AOB?? None?
Updating absent members: copy of minutes and person responsible…secretary
Being aware of the different character types on your staff as per picture above…..role of EI… flag that this will be covered in later modules during the roll out of Misneach
First three are mandatory
Roles and responsibilities should be agreed and the workload distributed fairly and consistently
The Chairperson should
conduct the business of the board efficiently by
planning effectively for board meetings
ensuring that agenda, minutes and relevant documentation have been circulated
agreeing a time-allocation for agenda items at the beginning of each meeting
inviting all members to participate in discussions and decision making
ensuring a fair balance in participation at meetings, and between meetings
prompting the establishment of sub-committees, or working groups, to progress the
business of the board between meetings
ensuring that appropriate reporting mechanisms are in place for officers of the board, or for
sub-committees and working-groups
ensuring that decisions are communicated, and upheld
progress the business of the board efficiently between meetings by
communicating frequently with the principal and treasurer
reporting to the meeting on issues progressed, and/or decisions taken between meetings
by officers of the board and the principal
attend training opportunities offered for chairpersons.
If the principal teacher is not acting as secretary the board will have appointed a ‘recording secretary’ p25, Governance Manual.
NAPs no longer get allowance for being Sec of Board.
FROM GOV MANUAL:11. The Secretary An allowance may be payable to Principal teachers who act as Secretaries to Boards of Management. A broad outline of the duties of the Principal teacher acting as Secretary to a Board of Management is set out in Circular 0079/2007. However, the list of duties outlined in the circular is not exhaustive and the Board of Management may include other duties as decided by the Board from time to time. Notwithstanding the provisions of the circular, the Chairperson shall act as correspondent for the Board in accordance with section 16(a). In circumstances where the Principal teacher of a school does not act as Secretary to a Board- (a) The Board shall elect a Recording Secretary from amongst its members. (b) The duties of the Recording Secretary are confined to: (i) Keeping minutes of each meeting in an appropriate form to be retained in a safe place and to be available on request to representatives of the Patron, the Trustees (in schools where there are Trustees) and the Department. (ii) Setting the agenda for meetings in consultation with the Chairperson of the Board and the Principal. (iii) Recording in the minutes decisions reached at meetings including the numbers of those voting for or against a motion.
Methods of recording:
Minutes retained indefinitely
Traditionally in long handwritten format…… may still be the case but the following is recommended:
Best practice is hardcopy pasted into a hardback copy…… page 1 of 5……. Controlled access in NB……locked filing cabinet… email is a concern…… check out prior arrangements
Content: No names ( Parent Rep, PO; Chairperson in so far as possible)/ Date, Time started / finished/ members present or apologies received/ agenda 1-6, then when making notes eg. No. 1 item on the agenda and follow up info., agreed actions or decisions made; by whom and when. No children or parents names recorded
Use template in BOM Resource Book
Decisions should
be by consensus. Ensure that the sense of common purpose prevails for the good of all children
be fair, consistent and impartial ensuring that members declare a potential conflict of interest,
and are not present for any discussion and decision making on that item
be recorded by the person nominated to record decisions at the meeting
be included in the minutes
avoid voting as a mechanism
voting, while appearing democratic, can be divisive
voting, if taken and the vote is tied, should allow the chairperson the right of a second,
casting vote.
The minutes constitute the official record of the school’s business and are an important legal
document. Minutes should
be recorded at the meeting by the recording secretary nominated for the meeting
redrafted after the meeting by the principal in consultation with the chairperson
be reviewed with the chairperson and finalised after the review
have the following recorded at the beginning of the minutes
time, date and location of the meeting
attendance and any apologies received
any correspondence received and/or discussed
reflect the agenda of the meeting, with each item on the agenda having a corresponding
record in the minutes
be clear and concise, recording decisions, actions, responsibilities and time-frame for
completion of tasks (DART)
have the following recorded at the end of the minutes
time the meeting concluded
date, time and location of the next meeting
be circulated to all members at least one week before the next meeting
be agreed (or amended as required) as the first item of the next meeting
be signed by the chairperson when agreed by the board
be filed safely as a record of the business of the board.
Financial module will deal with the role in more detail.
The Treasurer acts on behalf of the board but responsibility for the school finances rests with the Board as corporate entity. The Treasurer is not an independent decision maker.
Neither the, Chairperson, Principal nor the teacher nominee on the Board is permitted to act as Treasurer except in exceptional circumstances (one teacher school ; 3 on the B.O.M.) Please refer to page 25 of the Governance Manual for Primary Schools 2015-2019
When a “new” Board is elected or when a signatory changes, the bank should be notified.
The Board is ultimately responsible for spending; not the Treasurer’s decision.
May contract RCT to an accountant but they report to the treasurer.
Advanced meeting between Chairperson & Principal – good practice to have regular meetings (once a month) to keep CP appraised of current issues.
How are Agendas and previous Minutes circulated? Check what previous practice was? Usually read at meeting….
Agenda: members may propose items for the agenda in advance…..chairperson and principal can decide if they are to be included if appropriate and as per guidelines
Check what systems are in place in terms of recording and circulating the minutes…..confidentiality important here in terms of access by members only
Read minutes of last 2/3 meetings to keep abreast of current issues and areas of focus for the board
Good to know where the school is at in terms of planning and policy development….. is there a plan in place for this?
Are there any areas of ongoing concern in terms of child protection and anti-bullying?
Are there any issues regarding attendance/reports to TUSLA?
Always refer to BOM Handbook and Governance Manual for Primary Schools 2015-2019
Refer to Máire’s norms handout
Sample roles handout document
Minutes: Are you the recording secretary (no payment if NAP), decisions taken, who’s responsible for any agreed actions and within what timeframe
Relevant correspondence and FAO BOM
Financial: Treasurer’s Report, current balances and matters arising
Handout/ Book: IPPN Board of Management Resource Pack: Sample Principal’s Report, important to include leading teaching and learning here…
Child Protection & Anti-Bullying: Reports made or advice sought from HSE have to be minuted. No personal details divulged
Policies review and ratification: planning diary useful here (see my handout)….. Agreed procedures for review and ratification, proposed amendments…..proposed, seconded and carried
Specific Items: e.g. building project/ employment matter/ SEN: Is there anything pending; applications or appointments to be made…..
Agreed Report: What should go in….
AOB: if it’s important enough it should have been on the agenda in advance: The agenda will not include an “AOB” section. The reason for this is that Board members will always receive agenda items for discussion a week in advance of the meeting to allow them time to consider their opinion. Issues brought up without prior notice will not be discussed at a Board meeting.
Can’t accept correspondance on the day of BOM Meeting
Clarity in reporting is very important and can be a cause of controversy if not explicitly agreed and adhered to.
Venue: room set up, heat, light, tables….
Quorum of 5 for an 8 member board, 7 for a 12 member board (joint board), 3 members in the case of schools having a recognised staff of 1 teacher (4 member Board)
Role Clarity re specific duties
Sub committees for building projects or fundraising ; specific and timed
Show willing to help out
Cannot be treasurer
PRINCIPAL’S REPORT CONFIDENTIAL TO BOM MEMBERS SAME AS ANNUAL REPORT
Option to circulate report prior to meeting and invite members to bring any queries up at meeting
In-school: good practice for LS or RT teacher to meet with Class teacher weekly to plan re team teaching/ in-class support and withdrawal
PO to meet LS/RT termly to discuss I.E.P.S and SEN issues: Class teacher present also and SNA if required…… Parents get a copy of IEP and sign same at P-T meetings
Special Duties or DP post : could delegate SEN: dealing with outside agencies, psychologist and SENO
SENO: liaise in relation to children with SEN, available for meetings, sign off on applications re resources (SNA hours, resource hours, assistive technology and school leavers)
Outside Agencies: Who will liaise with outside agencies? What has been the practice until now? Does it work????
Case Conferences : Who will attend to represent the school, be prepared, have records and keep minutes, parents also present
Parents of children wit SEN…..MEET REGULARLY TO DISCUSS PROGRESS RE IEPS AND LINKS TO OUTSIDE AGENCIES
Duty of BOM to encourage setting up of PA
Regular meeting with CP
What was the norm until now?
Perhaps attend for a part of the PA AGM
Role clarity ….fundraising and monies collected in agreement with BOM only and processed through school accounts. PA can keep own account but must transfer monies raised to school account. May retain enough money in account to function.
Role of PA with regards to fundraising, money, school issues etc.
Affiliation to NPC
Notice to parents
Willingness to be flexible with parents who are working
What is the practice: one or two teachers present?
Invite to both parents in case of separation
Have ALL records and test results
Self-assessment sheets
Parents sign IEPs
Record any important issues discussed
Record of date of meeting and of who attended
Specific times agreed by all for reps to call
Notice on doors
Croke Park time? Yes/ No? Ask staff
People calling to door ; class comes first
Secretary to screen callers ; agreed plan with secretary!
Conflict is a natural disagreement resulting from individuals or groups differing in attitude, beliefs, values or needs (Jones 2005)
Conflict emerges when there is an expressed or non-expressed tension around a blocked need or right (Humphreys 2006)
We don’t let go of our values easily; emotionally attached to them.
Leaders can see conflict as an opportunity, an opportunity for building a relationship.
“ The art of being wise is knowing what to overlook” William James.
Behaviour is just a reflection of how the individual feels.
The role of EQ: Self awareness and management, social awareness and relationship management.
Addressing conflict issues at an early stage. Hot conflict verses cold conflict.
An "Emotional Hijack" is a term coined by Daniel Goleman that describes the way that the thinking brain is shut down as a result of the fight or flight response being triggered.
A natural reaction to a perceived or real threat that causes within us a fight or flight response
Our survival instincts take over
Emotions are dominant, thinking shuts down
Emotional and rational thinking The brain can think in two ways - emotionally (governed by instinctive feelings) and rationally (governed by acquired knowledge and beliefs). Stressed people tend to think emotionally. 18 minutes initial recovery and up to 4 hours!
ZARK Handout
