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Governing board evaluation

Eight elements of effective governance

Use the resources and advice featured on this page to ensure you are fulfilling the eight elements.

Guidance
16/01/2023

海角社区 believes聽that there are聽eight key elements to governing effectively in a school or trust. Use the resources and advice featured on this page to ensure you are fulfilling these聽elements.

The eight elements

The eight elements are also covered within 海角社区 induction guides:

Welcome to Governance and
Governing a Multi Academy Trust.

Every governing board needs a blend of knowledge, skills, perspectives and backgrounds to govern effectively.
  • Having the right people around the table involves evaluating your board鈥檚 current and future needs and building an effective team.
  • Use our guide to getting the right people around the table聽to help your governing board attract new volunteers, run a successful recruitment process, create a diverse board, induct and retain volunteers.
  • Use our diversity indicators form to gather data on your board's membership and use this as a basis for discussion and action.
Governing boards help to ensure the wellbeing of the children and young people in our schools and enable them to achieve to the best of their ability.

All governing boards have three core functions:

1. ensuring clarity of聽vision, ethos and strategic direction

2.听holding executive leaders to account聽for the educational performance of the organisation and its pupils, and the performance management of staff

3. overseeing the聽financial performance聽of the organisation and making sure its money is well spent

海角社区 recognises the following as the fourth core function of governance:

4. ensuring the聽voices of school stakeholders聽are heard

Refer to 海角社区 role descriptions聽to gain a deeper understanding of governor/trustee responsibilities.

The chair leads the governing board with support from the vice chair, ensuring it fulfils its strategic functions.
Every governing board needs professional clerking services.
  • All governing boards are required to appoint a clerk, sometimes referred to as the governance professional or secretary. The clerk鈥檚 role includes providing advice - the clerk is there to assist and is one of the most important people the governing board works with.
  • Clerk/governance professional roles, requirements and pay vary according to governing structures and the context of the school/trust.
  • 海角社区 has developed聽a career pathway for governance professionals聽which groups clerking and other roles according to three levels.聽The pathway is designed to support not only current and aspiring governance professionals, but also governing boards and employers in schools, trusts and service providers.

Explore 海角社区 clerking resources.

Effective governors and trustees are good team members.
  • This means being willing to share the workload, being聽respectful of different personalities and perspectives (even when you聽disagree), and celebrating聽success together.
  • Our guide to effective teamwork聽explains why relationships between board members are so important and how to deal with conflict or tension should it arise.
  • A good working relationship between the governing board and the headteacher/CEO is also essential. This means being clear about聽what governing boards and school leaders should expect from each other, working together and being mutually supportive.
Understanding the school鈥檚 strengths and weaknesses informs the board鈥檚 strategic discussions and decisions about current priorities and the future.
  • Monitoring visits聽provide the governing board with essential information about how its strategy is being implemented and how issues discussed at board level translate into everyday school life. Visits also allow governors and trustees to make themselves visible to the school community and to experience the culture and ethos of the school/trust.
  • Governors should expect to carry out monitoring visits at least twice a year. You may carry out visits in the capacity of聽link governor/trustee.
Governors and trustees should be prepared to ask questions when carrying out their role.
  • Asking challenging questions helps governors and trustees to gain clarity and test assumptions. It is essential to setting strategic goals, monitoring progress and meeting wider governing board responsibilities.
  • As you gain experience and confidence, the type of questions you ask and the way you ask them will change.
  • Refer to聽our example questions to ask聽and if in doubt, keep in mind that every question you ask should centre around impact on pupils.
Governing boards are expected to discuss and challenge the information they are provided with. Governors and trustees should feel confident to have courageous conversations in the interests of children and young people.
  • Boards should expect to receive clear responses from school/trust leaders. Having the courage to ask a challenging question may reveal other board members who are in the same situation as you and an alternative angle that has not been considered.
  • The way in which we ask a question has an impact on the way that it is perceived and answered. Keep in mind that accountability is about analysing how things are working and what should be done collaboratively, rather than apportioning any blame.
  • View our bitesize e-learning module on how to conduct a courageous conversation.

Consultancy

Improve the quality, performance and impact of your board

海角社区 recommends that boards undertake an external review every three years (more frequently at times of change). A review by an experienced 海角社区 governance consultant provides an independent and objective view of your board鈥檚 strengths, with clear recommendations and support to improve.

Find out more
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