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Role description and specification for governors

The following are essential requirements of corporation members (governors) of Newham College of Further Education:

1.    Experience of:

  • Strategic management or governance in either the private, not-for-profit or public sectors or equivalent management or development that has prepared for this.

    or

  • Equivalent community or professional experience that is relevant to the governance of a further education corporation

or

  • Issues relevant to Newham College's customers and markets (existing and potential), including both individual learners and learning needs, local communities, and business.

2.    Commitment to:

  • The expansion and improvement of opportunities for lifelong learning in Newham
  • and empathy with the Vision, Mission and Strategy of Newham College of Further Education
  • The well being and future development of the College, and always acting, as a Board member, in its best interests
    (Note: members of the Corporation Board may not represent interests other than those of the College itself, when conducting Corporation business)
  • Equality of opportunity for all members of the community regardless of age, race, colour, ethnic origin, gender, disability, martial status, sexual orientation, religion or religious belief.
  • Modernisation of public services around a customer / demand-led perspective, and in order to tackle social exclusion
  • The promotion of the learner / customer voice as a key driver of development and improvement.
  • Good attendance at Board and committee meetings, and occasional attendance, if possible, at some other college events (including awards ceremonies and launches).
  • The achievement and maintenance of high standards in public life
    (Note: the ‘Nolan’ recommendations – summary attached)


3.    Understanding of:

  • The diverse context and needs of local people, communities and businesses
  • The distinction between ‘strategic governance’ and ‘management’
    (Note: the Corporation Board maintains a strict distinction between its strategic governance role, and the management role of the Principal/Chief Executive)
  • Detailed or high level knowledge of one or more of the aspects of customer focused organisational performance; or issues related directly to the customers, communities and markets for further education (for example, this could include knowledge to inform more successful participation and progression strategies for young people).


4.    Skills (one or more of the following)

  • Ability to contribute to discussion of strategic planning, and review of strategic progress and direction.
  • Ability to bring sound judgement to bear on  performance monitoring reports and information on key aspects of organisational performance, and the  formulation of appropriate targets and board level responses to these  issues.
  • Ability to support the Board's role in risk assessment and determining an appropriate risk management strategy


The Governing Body is mindful of the College’s strategic commitment to Equality and Diversity, of the nature of the communities that the College serves, and the increasingly diverse profile of the staff team.  Therefore, the Governors particularly welcome the nomination of women, people from ethnic minority groups, disabled people, and others within the scope of the College’s Equality and Diversity policies.

* Internal Board members (staff and students) are elected and, therefore, not selected against these criteria.  However, these criteria will be used to inform these processes and to explain the role to elected governors.

 

Corporation Board


The Seven Nolan Principles of Public Life

The Corporation of Newham College of Further Education governs in accordance with the seven principles of public life:

1.    Selflessness

Holders of public office should take decisions solely in terms of the public interest.  They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.

2.    Integrity

Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties.

3.    Objectivity

In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

4.    Accountability

Holder of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

5.    Openness

Holders of public office should be as open as possible about all the decisions and actions they take.  They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

6.    Honesty

Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

7.    Leadership

Holders of public office should promote and support these principles by leadership and example.