​​Name​Start Date​End date​Governor Type​Responsibility
Mr Karl Ashton​22 June 2015​21 June 2019​Co-opted​Chair, Educational Visits Governor, Children and Young People in Care, Training and Support
​Miss Brenda Clark​22 June 2015​21 June 2019​Co-opted​Sex and Relationships Education and The Arts
​Mrs Joanne Rowley​22 June 2015​21 June 2019​Co-opted​Vice Chair, Child Protection
​Mrs Tina Fitzsimons​22 June 2015​21 June 2019​Co-opted Staff Governor​Special Educational Needs
​Mr Richard Jackson​02 July 2015​Headteacher
​Cllr Geoff Logan​09 June 2016​8 June 2020​Local AuthorityDisadvantaged Pupils​
​Mrs Angela Goggin​25 February 2018​24 February 2022​Co-opted​Literacy
​Mr Andy Wilmore​12 November 2012​11 November 2016​Parent​RE and Maths
​Mrs Clare Oakes​25 June 2016​24 June 2020​Staff Teacher​Child Protection, Safer Recruitment, Safer Recruitment Trained
​Mrs Stacey Adderley​5 March 2018​22 January 2022​Parent​Health and Safety
Mr Anthony Gavin​4 March 2019​3 March 2023​Parent
​Mrs Hayley Quinn​4 March 2019​3 March 2023​Parent
Mrs Laura Haslin​4 March 2019​3 March 2023​Co-opted
Ms Deirdre Hewitt​4 March 2019​3 March 2023​Co-opted

 Disclosure of Conflict/Pecuniary Interest

  Mr K AshtonMs B ClarkeMrs T FitzsimonsMrs A GogginMr R JacksonCllr G LoganMrs C OakesMrs J Rowley​Mr A WilmoreMrs Stacey AdderleyMr Anthony GavinMrs Hayley Quinn

Mrs Laura


Mrs Deirdre Hewitt​
ANeither I or my spouse/partner or relative have any financial interest in any company/organisation from which the school may or is considering purchasing goods or servicesNoneNoneNoneNoneNoneNoneNoneNoneNoneNone​None​


 Halton BC HR Department



TUCO (Procurement)

Husband is CEO

BI or my spouse/partner or relative have a direct/indirect link with the companies/bodies/organisations listed:n/an/an/an/an/an/an/an/an/a​n/a​n/a​n/a​n/a​n/a
CI am a Governor/Trustee of the following educational establishmentsAshley Schooln/aPewithall Primary Schooln/an/aMoore Primary Schooln/an/an/a​n/a​n/a​n/a​n/a​n/a
DI do not have any relationship with a member of school staff/Governing Board including spouse, partner and relativesNoneNoneNoneNoneNoneNoneNoneNoneNoneNone​​None​None​None​None
EI have the following relationship with a member of school staff/Governing Boardn/an/an/an/an/an/an/an/an/a​n/a​n/a​n/a​n/a​None
FI agree to be bound by the  principles of public life namely, selflessness, integrity, objectivity, accountability, openness, honesty and leadershipYesYesYesYesYesYesYesYesYesYes​​Yes​Yes​Yes​Yes
GI acknowledge my ongoing legal duty as a Governor to declare any pecuniary interest I may have in relation to any business to be discussed at ANY Governing Board meetingsYesYesYesYesYesYesYesYesYes​Yes​Yes​Yes​Yes​Yes


 Governor Impact 2018-2019

Strong governance is a key part of a successful school.  The governing board of Hill View School has three core functions.  These are:

  • Setting the strategic direction
  • Holding the head teacher to account for the educational performance of the school
  • Ensuring financial health, probity and values for money

In additional to the normal Governing Board meetings, over the last year the Governors have supported the school in these areas by:

Setting the strategic direction

  • Acting as a critical friend during the implementation of GDPR and undertaking a review of our readiness
  • Attending training to ensure knowledge is up to date and current in:
    • Safeguarding
    • Government Finance
    • GDPR
    • Special Needs
    • Educational Policy

Holding the head teacher to account for the educational performance of the school

  • School development priorities setting.
  • Authorising the appointment of a School Improvement Advisor and meeting with her annually to set and review Head Teacher Performance Management targets
  • Undertaking monitoring visits during SATs week to ensure the correct administration of the tests are followed.
  • Visited school and listened to 'Pupil voice'.

Ensuring financial health, probity and values for money

  • Regularly attending Finance meetings with the local authority to ensure that the school is able to set a balanced budget.
  • Providing independent auditors to review the unofficial school funds
  • Overseeing and authorising large capital project work
  • Ensuring licence agreements with third parties on site do not detrimentally impact the school in the future and that any charges made reflect the true cost to the school and do not impact on the school budget.