The Pinvin Federation

Together, we inspire, discover and achieve

pinvin logoPinvin C of E First School
Telephone: 01386 554196

st nicholas logoSt Nicholas C of E Middle School
Telephone: 01386 554196 



Federation’s Governors

Please scroll down the page to cover the following information:

1. Welcome

2. What do we do?

3. How do we go about things?

4. Who are we?

5. Who is who?

6. To whom are we accountable?

7. Our code of Conduct

8. What have we been doing?

9. Governor Minutes and Attendance Register


1.  Dear Parents and Carers,

This coming year will see a further major step on the Federation’s educational journey when along with some other local schools we join Worcester Diocese’s newly formed Multi Academy Trust.

The Federation’s Governing Body, of which I am the Chair, is responsible for both Pinvin First and St. Nicholas Middle School.

We are often asked questions such as: What precisely is your role? How do you go about things? What authority do you actually have and to whom are you answerable?  What have you been doing and how does it affect our children's education?

The following pages are intended to answer these kind of questions. I hope you find them informative and helpful.

If for any reason you wish to contact us, you can do so either via the schools or by emailing us at This email address is being protected from spambots. You need JavaScript enabled to view it.

Chair of Governors, Pinvin Federation


 2.  What do we do?

As Governors we represent parents and the wider community in the running of our Federation’s two schools. We work in partnership with our Executive Head Teacher and his staff to ensure that each and every one of our schools’ pupils enjoys the highest possible standards of education and achieves to the best of his or her ability.

We do not get involved in day-to-day operational matters. These are the responsibility of Andrew Best, our Executive Head Teacher and his team.

Our role is a strategic one, focusing very much on: where are we now, where do we want to be and how will we get there?

Our role has three main strands through which we are required, on behalf of parents, carers and the rest of the community, to

  • Ensure that our schools have a clear vision, ethos and strategic direction.
  • Hold the Executive Headteacher to account for the educational performance of our schools and their pupils, and the performance  management of staff.
  • oversee the financial performance of our schools, making sure the money is well spent.
  • please click here to see the latest Governor Newsletter
  • to see a short video featuring our Chair of Governors talking about the work of Governors, please click here

3.  How do we go about things?

We are the Federation's strategic decision makers and vision setters. We monitor and evaluate the Federation's performance and progress. We challenge where and when necessary and provide constructive feedback.

We meet as a full Governing Body at least once per term and carry out much of our work through four sub-committees which deal with specific aspects of the schools’ performance. In addition individual and small groups of us regularly visit the Federation in order to explore and understand specific aspects of their work and meet pupils and staff.

The four sub-committees are

Teaching and Learning (T&L) which ensures that our schools deliver a broad and well balanced curriculum with a high standard of teaching and learning with targets either met or exceeded.

School and Community (S&C) which ensures that arrangements for the well-being of pupils (including Safeguarding) and staff are implemented. It also fosters mutually beneficial relationships between the Federation and its stakeholders.

Resources (R) which ensures that the budgets of our two schools are managed in a robust and sustainable manner.

Pay (P) which ensures that the pay policy, including arrangements for performance management, is properly implemented.

From where does our authority come?

It comes from the Instrument of Government in September issued 2015 by Worcestershire Local Authority. Our roles are set out in various statutory regulations and guidance issued by the Department for Education (DfE).

4.  Who are we?

Some of us are appointed by the Local Authority and the Diocese of Worcester (our Foundation). Others are elected by parents and staff. Others are either ex-officio or co-opted. We are all volunteers.

Type of Governor Number
Elected parent2 2
Foundation ex-officio 1
Foundation appointed 3
Executive Headteacher of Federation ex-officio 1
Head of PFS ex-officio 1
Elected member of staff 1
Co-opted 1 8
Total 18


1   Co-opted Governors are appointed to the Governing Body because they are judged to have the knowledge and skills required to  contribute  to the effective governance and success of our schools.

5. Who is who?

Name Category Term of
Committees Register
of Interests
Mr. Andrew Best Executive Head ex-officio Ex-officio Teaching & Learning, School & Community, Resources Patron of Notivate Trust
Mrs Rebecca Chatterton Head of School Ex-officio   Husband is Director of school travel company.


Revd Claire Lording

Foundation ex-officio Ex-officio Chair of School and Community Chair of Pershore Food Bank (Trussell Trust)


Mr. Richard Elliott

Foundation 31.8.18 Resources, Chair of Pay Committee None


Mr. James Montgomery

Co-opted 9.9.18

School and Community

Pay Committee

Wife is a Governor of Advance Trust, Evesham


Mrs. Sue Townley

Elected staff 31.8.18 Resources Neighbour audits school fund


Miss Jenna Greenfield

Co-opted 27.3.19 School and Community None


Mr. Nicholas Watkins

Co-opted 9.9.18

Joint Chair  of Governors

Chair of Resources

Wife works in the Pinvin Federation School Office


Mrs Karen Broughton

Parent PFS 15.3.19 Chair of Teaching and Learning Member of Pinvin Pre School Management Committee


Ms Alison Cartwright

Co-opted 7.12.19

Joint Chair of Governors




Mrs Helen Wadsworth

Parent STNMS 28.4.20 Teaching and Learning Teaching Assistant at Upton Snodsbury CE First School
Mr Jon Grubb Associate (without voting rights) 6.12.16 Resources None
 Mrs Jodie Whitfield Palmer Foundation 26.3.21 School and Community Teacher at Abbey Park Federation

Pen Portraits

  • Andrew Best is Executive Headteacher of Pinvin Federation.  He was previously a SIA based in Hampshire.
  • Rebecca Chatterton has been employed at Pinvin Federation for 12 years. During which time she has worked across the Year groups and has taught most subjects including PE for which she was subject co-ordinator.
  • Revd Claire Lording has recently moved to Pershore and regularly leads Collective Worship at both schools.
  • Richard Elliott is a long term Governor having previously served on the Pinvin CE First School Governing Body before the schools Federated. Richard is always a willing volunteer for any events at school where an extra pair of hands are required.
  • James Montgomery, also a previous first school Governor, is the parent of 2 children 1 who attends Pinvin CE First School. James  produces Governor Newsletters. 
  • Sue Townley is the School Business Manager of the Pinvin Federation and has worked at both schools.
  • Jenna Greenfield, based at Pinvin CE First School, Jenna is due to begin maternity leave in October 2017.
  • Nick Watkins brings his business and finance experience to the Governing Body and is the Chair of the Resources Committee. Nick has two children at Pinvin CE First School.
  • Karen Broughton brings both her teaching and sporting expertise to the Governing Body. She has one child at each of the Federation schools.
  • Alison Cartwright brings many skills and experiences to the Governing Body with her Local Authority experience. She is a valuable member of the team.
  • Helen Wadsworth is our newest Governor, she has a child at St Nicholas CE Middle School and works at one of our feeder first schools.
  • Jodie Whitfield Palmer is a Foundation Governor, who brings teaching experience to Governors based, as she is, at another local middle school.
  • Jon Grubb is the Federation Site Manager and is able to keep Governors informed on all matters relating to the premises and grounds.

6.  To whom are we accountable?

We are accountable to the parents and carers of our schools’ pupils, our pupils. our staff, the wider community and each other.

We regularly audit our expertise and experience and use self evaluation techniques to check the extent to which we are fulfilling our roles.

We follow a nationally recognised code of practice which sets out what is expected of us as individuals in terms of our roles and responsibilities, commitment, relationships, confidentiality and conflicts of interest.

In common with many other bodies and organisations we subscribe to the Nolan Committee’s Principles of Public Life: Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty and Leadership.

OFSTED considers us to be an integral part of the schools’ leadership. We are, therefore, along with all other aspects of our schools’ life and work, inspected and judged by OFSTED.

In addition, as Church schools, we are subjected to regular SIAMS (Statutory Inspection of Anglican and Methodist Schools) inspections.

7. Code of Conduct for the Governing Body of the Federation of St. Nicholas C of E Middle School Pinvin and Pinvin C of E First School

This code sets out the expectations on and commitment required from us as school governors in order for the Governing Board to properly carry out its work within our schools and the community.

It was adopted by the Governing Body on 19th September 2017

The Governing Body has the following core strategic functions:

Establishing the strategic direction, by:

  • Setting and ensuring clarity of vision, values, and objectives for the schools
  • Agreeing the schools improvement strategy with priorities and targets
  • Meeting statutory duties

Ensuring accountability, by:

  • Monitoring the educational performance of the schools and progress towards agreed targets
  • Performance managing the Executive Headteacher
  • Engaging with stakeholders
  • Contributing to schools self-evaluation

Overseeing financial performance, by:

  • Setting the budget
  • Monitoring spending against the budget
  • Ensuring money is well spent and value for money is obtained
  • Ensuring risks to the organisation are managed

As individuals on the Board, we agree to the following:

Role & Responsibilities

  • We understand the purpose of the board and the role of the executive leaders.
  • We accept that we have no legal authority to act individually, except when the board has given us delegated authority to do so, and therefore we will only speak on behalf of the governing board when we have been specifically authorised to do so.
  • We accept collective responsibility for all decisions made by the board or its delegated agents. This means that we will not speak against majority decisions outside the governing board meeting.
  • We have a duty to act fairly and without prejudice, and in so far as we have responsibility for staff, we will fulfil all that is expected of a good employer.
  • We will encourage open governance and will act appropriately.
  • We will consider carefully how our decisions may affect the community and other schools.
  • We will always be mindful of our responsibility to maintain and develop the ethos and reputation of our schools.Our actions within the school and the local community will reflect this.  
  • In making or responding to criticism or complaints we will follow the procedures established by the governing board.
  • We will actively support and challenge the executive leaders.
  • We will accept and respect the difference in roles between the board and staff, ensuring that we work collectively for the benefit of the organisation;

    We will respect the role of the executive leaders and their responsibility for the day to day management of the organisation and avoid any actions that might undermine such arrangements;

    We agree to adhere to the school’s rules and polices and the procedures of the governing board as set out by the relevant governing documents and law

    When formally speaking or writing in our governing role we will ensure our comments reflect current organisational policy even if they might be different to our personal views;

  • when communicating in our private capacity (including on social media) we will be mindful of and strive to uphold the reputation of the organisation


  • We acknowledge that accepting office as a governor/committee member involves the commitment of significant amounts of time and energy.
  • We will each involve ourselves actively in the work of the governing board, and accept our fair share of responsibilities, including service on committees or working groups.
  • We will make full efforts to attend all meetings and where we cannot attend explain in advance why we are unable to. We will get to know the schools well and respond to opportunities to involve ourselves in schools activities. We will visit the schools, with all visits arranged in advance with the Executive Headteacher and undertaken within the framework established by the governing board. 
  • When visiting the school in a personal capacity, ie as a (parent / carer) we will maintain our underlying responsibility as a Governor / Committee Member
  • We will consider seriously our individual and collective needs for induction, training and development, and will undertake relevant training
  • We accept that in the interests of open governance, our full names, date of appointment, terms of office, roles on the governing board, attendance records, relevant business and pecuniary interests, category of governor and the body responsible for appointing us will be published on the school’s website.

  • In the interests of transparency we accept that information relating to governors/trustees/academy committee members will be collected and logged on the DfE’s national database of governors (Edubase).


  • We will strive to work as a team in which constructive working relationships are actively promoted.
  • We will express views openly, courteously and respectfully in all our communications with other governors/committee members, the clerk to the Governing Board and school staff both in and outside of meetings.
  • We will support the chair in their role of ensuring appropriate conduct both at meetings and at all times.
  • We are prepared to answer queries from other board members in relation to delegated functions and take into account any concerns expressed, and we will acknowledge the time, effort and skills that have been committed to the delegated function by those involved.
  • We will seek to develop effective working relationships with the executive leaders, staff and parents, the trust, the local authority, other relevant agencies and the community.


  • We will observe complete confidentiality when matters are deemed confidential or where they concern specific members of staff or pupils, both inside or outside schools
  • We will exercise the greatest prudence at all times when discussions regarding schools business arise outside a governing board meeting.
  • We will not reveal the details of any governing board vote.
  • We will ensure all confidential papers are held and disposed of appropriately.

Conflicts of interest

  • We will record any pecuniary or other business interest (including those related to people we are connected with) that we have in connection with the governing board’s business in the Register of Business Interests, and if any such conflicted matter arises in a meeting we will offer to leave the meeting for the appropriate length of time.
  • We accept that the Register of Business interests will be published on the schools website.
  • We will also declare any conflict of loyality at the start of any meeting should the situation arise.
  • We will act in the best interests of the schools as a whole and not as a representative of any group, even if elected to the governing board.

Ceasing to be a governor/trustrr/academy committee member

  • We undrstand that the requirements relating to confidentiality will continue to apply after a governor/trustee/academy committee member leaves office.

Breach of this code of conduct

  • If we believe this code has been breached, we will raise this issue with the chair and the chair will investigate; the governing board will only use suspension/removal as a last resort after seeking to resolve any difficulties or disputes in more constructive ways.
  • Should it be the chair that we believe has breached this code, another governor, such as the vice chair will investigate.


The Seven Principles of Public Life

(Originally published by the Nolan Committee: The Committee on Standards in Public Life was established by the then Prime Minister in October 1994, under the Chairmanship of Lord Nolan, to consider standards of conduct in various areas of public life, and to make recommendations).

Selflessness - Holders of public office should act 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.

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

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. 

Accountability - Holders 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.

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

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.

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


8. What have we been doing?

What follows is a summary of what we have done since the start of the Federation in September 2015 and the impact which we have had on its development.

The End of a Busy Year

Guided by our Chair of Governors, Kevern Oliver, and our Executive Head Teacher, Andrew Best, the Governing Body continued to do a great deal of work (some interesting, some less interesting but equally necessary) to ensure that our Federation functioned effectively and grew in ways which benefitted the learning and developmental needs of all our pupils.

A Governors’ newsletter was published at the end of the summer term, bringing parents and carers up to date with major developments and what had been going on behind the scenes. Our annual parent and carer survey provided valuable feedback about their views of the Federation’s strengths and weaknesses. We were pleased that the feedback was predominantly very positive. Action was taken by Mr. Best and his team, to address concerns e.g. homework.

We welcomed three members to the Governing Body: the Revd. Claire Lording who is Priest in Charge of the Benefice of Pershore, Mrs. Helen Wadsworth who is a parent and Mrs. Alison Cartwright who has valuable experience of Local Authority management.

The Pershore Pyramid

There have been many interesting discussions and developments this year within the Pyramid. Although some of these have been difficult and led to much public debate, they have also resulted in the forging of much stronger links between all schools across the Pyramid. Kevern and Andrew have worked hard with other Chairs and Head Teachers to develop positive lines of communication on key issues, such as transition between schools and the sharing of good practice, expertise and key resources.


In the spring the Middle School was, in quick succession, inspected by OFSTED and SIAMS. The outcomes of both inspections were securely Good with some aspects judged as outstanding. The reports highlighted the very strong progress the Middle School has made since the previous inspections and the capacity to further drive improvements. We were delighted that leadership and management, including the governors’ expertise, strategic roles and contributions, were praised by both inspection teams.

Local Authority Review – First School

Local Authority inspectors came to the First School in May. They had a busy day observing lessons, speaking to the children and reviewing pupils' books. They noted significant improvements in behaviour and praised efforts to build stronger links with our various community groups. They recognised that relationships between staff and pupils were excellent, and that subject leaders were having a clear impact on learning. They concluded that provision had improved and that the quality of teaching and leadership was good overall. While there is always more that can be done, staff and pupils can be very proud of the progress made and their achievements to date. As governors, we were very pleased to see staff responding to the huge challenges and delivering results.


The Future - Strategic Planning

Our role as Governors is a strategic one in which we set out the overall vision and aims of the Federation. These provide the overarching frame work for the Federation’s Development Plans which are prepared, implemented and monitored by Mr. Best and his senior leadership team.

In December 2015, after consultation with parents, pupils and staff we published the Federation’s Vision and Aims for 2016 to 2019. Alongside the development of the Vision and aims we put together a set of Performance Indicators, which will be used for the first time in the autumn of 2016/17. They will help us to make judgments of the extent to which the Federation is meeting the challenge of its new Vision and Aims and identify what action, if any, needs to be taken to ensure that we continue to progress and improve.


The Future - Becoming an Academy

From September 2015, onwards we considered the pros and cons of becoming an academy and joining a Multi Academy Trust (MAT). After much consultation and research at local, regional and national levels we decided, in June, that the Federation’s long term needs, interests and ambitions would best be served by joining the newly formed Diocese of Worcester Multi Academy Trust (DoWMAT). It’s anticipated that our conversion to academy status and membership of DoWMAT will happen in the latter half of 2016/17.



Much of the work of the Governing Body is sub-divided to committees, each having strategic responsibility for an aspect of school governance. The newly formed Federation established four new committees to oversee these tasks. These committees are:

  • Teaching & Learning: Responsible for ensuring that our schools deliver a broad and balanced curriculum with a high standard of teaching and learning.
  • Resources: Tasked with ensuring that the school budgets are managed in a robust and sustainable manner.
  • School & Community: Responsible for ensuring that arrangements for the wellbeing of pupils and staff are implemented effectively, as well as developing strong relationships with key stakeholders in our wider community.
  • Pay: Responsible for ensuring that the pay policy, including arrangements for performance management, is properly implemented

The Teaching and Learning Committee has strategic responsibility for supporting and monitoring the academic performance of the Federation schools and their teachers. As part of this responsibility it works with the schools on overall strategies for teaching, including the curriculum and homework policy, and target progress and achievement standards. Recently the Committee has been working with the Executive Head Teacher to understand and interpret government changes to the way that pupils are to be assessed. It has also worked with external assessors to ensure that the teaching strategies being used are delivering the very best possible outcomes for pupils. it has taken a particular interest in maths’ standards and the Federation’s work on closing the achievement gap for pupils who have special needs.


The Resources Committee has been very busy in overseeing the resources of both schools as well as identifying funds to implement the school development plans. It has also been reviewing existing policies and creating new ones, most importantly the Federation Finance Policy. It has been streamlining the financial processes of both schools to ensure a consistent approach, including incorporating the Middle School's business management function into the First School. It is also exploring opportunities to take advantage of the Federation's combined spending power to deliver cost savings on key areas such as IT and school dinners.


The S&C Committee has been reviewing communications between the Federation, pupils, parents and carers, and the wider community. It has been liaising with parents about how to improve communication, which has led to the continuing developments of all school websites and the introduction of the governors’ newsletter. It has also been successfully exploring how the Christian values of the Federation can be further promoted at both schools and in the wider community, as well as incorporating them into the Values for Life themes. These are designed to ensure Christian distinctiveness and values in all aspects of learning and school life.


School Policies

Through the Committees the Governing Body has been reviewing all policies for both schools to ensure that both schools maintain a consistent approach, and all policies are in full compliance with current government regulations and diocesan guidelines. This is a laborious and time-consuming task, but is essential to ensure the safe and effective operation of both schools. All policies are available to view at the Federation website, or you can ask to see a written copy at either school's reception.


9. Governor Minutes