Governance Facilitator for school merger task list
The Board of the continuing school (appointed board) has two main roles:
- To govern the continuing school through to the date of merger
- To ensure that the merger process is well planned and implemented.
The Governance Facilitator is appointed to support the appointed board and ensure the merged school is in a good position to hand over to the elected board – elections must be held within 3 months of the date of the new school starting. The Governance Facilitator guides and supports the board of the continuing school (and its sub committees) in all aspects of its roles.
While there are parts of this process that are the same as for establishing a new school, there are other parts that are different from that process.
Note: In some cases the governance facilitator and the change manager could be the same person undertaking both roles.
Output 1: Development of a Project Plan
|Purpose||Ensure an overview of the tasks for both roles of the Board are developed and that these include timelines and priorities.|
|Outcomes||The members of the Board of the continuing school and the Ministry are aware of the tasks to be completed and the timelines within which they are needed to be achieved (for the effective governance of the continuing school through to the date of merger and for the merged school to be operational for term 1, 2014).|
|Governance Facilitator’s Target participants||Board of the continuing school (appointed board).Board of the merging school, change manager, residual agent and Ministry to be informed.|
|Governance Facilitator’s Volume of work||Prepare for, attend and follow-up for meetings with:
To determine the details of the plan.
Output 2: Assist the Board of the continuing school to become an effective governance body
|Purpose||Ensure the Board of the continuing school knows what is required to have effective systems and processes in place to govern the continuing school through to the date of merger and to develop an effective merged school. The development of the merged school is an opportunity to build on the best practices from both schools involved in the merger (and other best practices) and ensure they are part of the merged school.
This includes being clear about the role of the Board, the support they can access, the role of STA, teachers unions etc.
|Outcomes||There are effective processes and practices in place for the governance of the continuing school up to the date of merger, and the development of and governance of the merged school.
Governance of the Continuing School
Development and Governance of the merged school
Staff appointment processes and professional development etc
Change Managers should not provide industrial advice of any kind to staff or Board
Communication with community
Vision for the school
Operation of the school
Property, enrolment scheme etc
|Governance Facilitator’s Target participants||The Board (and through the Board its staff, students and community in the continuing school before the merger and after the merger, the Board of the merging school, local schools in the learning community cluster), the Ministry.|
|Governance Facilitator’s Volume of work||Board meetings, supporting the principal and other staff in their roles etc|
Output 3: The Board of the continuing school is ready to move to an Elected Board
|Purpose||Ensure completion of the tasks identified in the project plan that will see the board effectively transition from an appointed board to an elected board.|
|Governance Facilitator’s Target participants||Board members, staff, school community and Ministry|
|Volumes||Board meetings, meetings with Ministry, and perhaps with ERO.|
 Note in a merger the principal’s position is always advertised nationally. The process for other staff appointments is detailed in the appropriate Collective Agreement.