1. Effective governance
An overview of the features of effective governance.
The core functions of the governing body are as set out in (regulation 6) and include, but are not limited to ensuring:
- that the vision, ethos and strategic direction of the school are clearly defined
- that the headteacher performs their responsibilities for the educational performance of the school
- the sound, proper and effective use of the school’s financial resources
A governing body and its governors must, as required by The School Governance (Roles, Procedures and Allowances) (England) Regulations 2013, regulation 6(2):
- act with integrity, objectivity and honesty and in the best interests of the school
- be open about the decisions they make and the actions they take and shall be prepared to explain their decisions and actions to interested parties
The governing body also has legislative responsibility and strategic oversight for the school’s safeguarding arrangements.
Effective governance in maintained schools is based on:
Strategic leadership
Strategic leadership sets strategy and champions the school’s culture, vision and ethos by:
- working with school leaders to set a clear vision, with a focus on pupil progress, achievement and wellbeing
- communicating the vision throughout the school and reviewing it regularly (in church schools, the vision and values are underpinned by the trust deed)
- defining the values of the school, modelling these as the governing body, and ensuring these are embedded throughout the school
- defining medium and long-term goals, including development and improvement priorities
- monitoring and reviewing progress against agreed strategic goals
- implementing processes to listen and respond to parents and carers, pupils, staff, local communities and, where applicable, employers
- initiating and leading strategic change in the best interest of children, young people and the school, advocating the reasons and benefits to all stakeholders
- managing and monitoring risks including the school’s risk tolerance in line with strategic priorities and school improvement plans (SIPs)
- embedding appropriate strategies and risk management at every level of governance
- regularly reviewing governance effectiveness, including through external reviews of governance
- ensuring the wellbeing of staff and that staff workload is managed
- making informed decisions on whether to form, join or grow a group of schools, supported by strong due diligence and, where applicable, working with the appropriate religious body
- adopting a whole-school approach to safeguarding arrangements and child protection, ensuring it is central to the school’s processes
- preserving and developing the religious ethos of the school, where it has a religious character, by working alongside the appropriate religious body
Accountability
Strategic decisions that aim to improve educational standards and financial performance by:
- inspecting pupil progress, attainment and financial information and comparing these with local and national benchmarks over time
- monitoring and overseeing school improvement and financial health
- challenging school leaders when necessary and providing appropriate support
- implementing a transparent system for school leaders to manage performance, linked to defined strategic priorities
- effectively overseeing employee performance and the framework for pay and conditions of service
- having a regular cycle of meetings and appropriate processes to:
- support business and financial planning
- manage the school within the available resources
- ensure regularity, propriety and value for money
People
Effective governance should involve people with the right skills, experience, behaviours and capacity who:
- understand the purpose and importance of governance and the differing roles of strategic and operational leadership
- are committed to, understand and have time for the role
- are appointed through a transparent process against a clear role specification
- bring a diverse range of perspectives for robust decision making
- understand the educational setting and the cultural and religious contexts of the school and the communities it serves
- use active succession planning to ensure the governing body and the school has the leadership and people it needs to remain effective
The governing body must have:
- a chair or co-chairs, supported by one or more vice-chairs, to lead and set the culture of the governing body
- a governance professional (clerk) to:
- provide expert procedural advice and administrative support
- manage the efficient and compliant operation of the governing body
Governance structures
Clearly defined governance roles, responsibilities and accountabilities reinforced through:
- appropriate governing body and committee arrangements that:
- reflect the school’s scale and structure
- enable robust oversight
- clear separation between the roles of strategic governance oversight and operational school leadership
- positive relationships that encourage a professional culture
- processes for appropriate communication between all levels of governance and to pupils, parents, carers, staff and communities, to support transparency in decision making
- governance arrangements, remits and delegations that are understood by all those involved in governance, including school leaders
- publishing up-to-date and accessible information on governance arrangements
Compliance
Governing bodies comply with statutory and contractual requirements by:
- ensuring awareness of its responsibilities under:
- education and employment legislation
- financial regulations
- the School Information Regulations (and other publishing requirements that may be found in conditions of grant)
- keeping children safe in education (KCSIE), relating to safeguarding and safer recruitment
- Equality Act 2010 including the Public Sector Equality Duty (PSED) to actively promote equality and diversity throughout the school
- ensuring they are aware of, and comply with, legal duties in religious measures and laws where applicable, for example, Church of England and Catholic Canon Law
- effective planning to ensure key duties such as inclusion and special educational needs and disabilities (SEND) duties are undertaken effectively across the school
- setting and monitoring of the school or school’s budget
- overseeing and regularly monitoring the impact of pupil premium and other targeted funding stream conditions
Further information about statutory policies for schools is available.
Evaluation
Regular evaluation to monitor and improve the quality and impact of governance by:
- completing regular skills audits, aligned to the school’s strategic plan, to identify skill and knowledge gaps and inform:
- recruitment needs
- training and development plans
- induction of new governors, including training on KCSIE and keeping pupils safe online in education
- regularly reviewing the governing body effectiveness, how well governors work together and governors’ performance and their participation in discussions
- commissioning external reviews to get an independent assessment of the governing body’s effectiveness and areas for development, particularly at key growth or transition points
- following legal requirements for document retention and accurately documenting:
- evidence of the governing body and its committee’s discussions and decisions
- any evaluation of the governing body’s impact