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Governance Professionals

¾«Æ·SMÔÚÏßӰƬ's position statement on governance professionals

man with his hands clenched together sitting at a meeting

Governance professional is an umbrella term used to describe those who provide independent governance support to governing boards, trustÌýboards and academy committees (often referred to as local governing bodies). The profession incorporates a variety of roles and levels of support, including:Ìý

  • clerksÌý
  • governance co-ordinators/governance managers in a MAT or service providerÌý
  • lead governance professionals/head of governance in a MAT or service providerÌý

Governance professionalsÌýoperatingÌýat all levels have a vital role in our education system.ÌýIt is a specialist role which should be clearly defined and differentiated from other administrative positions.ÌýTheÌýgovernance professional’sÌýsupport and essential oversight results in strong governance, which leads to better outcomes.Ìý

Governance professionals are either employed directly by schools or trusts or commissioned as independent service providers under a service agreement. ¾«Æ·SMÔÚÏßӰƬ advocates for large and growing MATs to employ a lead governance professional within the central support team, who, in large trusts, is an integral part of the senior leadership team, to meet the demands and complexity of governance acrossÌýa number ofÌýschools.Ìý

Recruiting and developing governance professionals Ìý

Governing boards, alongside their school and trust leaders, should play an active role in the recruitment of the governance professional at whichever level they are being appointed to. They shouldÌýseekÌýto recruit a governance professional who either holds a qualification relevant to the level and requirements of their specific role or is committed to achieving this. This should be funded by the board if they employ the governance professional or reflected in the cost of an independent service provider. All governance professionals should be committed to their ongoing professional development and boards should encourage and support this.Ìý

Every governance professional should be provided with a job description or service agreement, which:Ìý

  • sets out the purpose of their role, their specificÌýdutiesÌýand responsibilitiesÌý
  • acts as a point of reference for appraisal and for any issues relating to the level of service providedÌý

Appraising and paying governance professionalsÌý

Governance professionals working at all levels should have an annual appraisal. The chair, or designated member of the governing board, should be involved in the appraisal of the governance professional at whichever level they are appointed at.  Ìý

Pay isÌýdeterminedÌýby the employer and should accurately reflect the specific duties and responsibilities set out in the job description or service level agreement. It should also reflect the skills, knowledge and professional experienceÌýrequired, as well as a realistic calculation of hours worked and working conditions. Employers should use benchmarking to inform their evaluation of governance professional pay such as the ¾«Æ·SMÔÚÏßӰƬ career pathway.Ìý

Maintaining professional independenceÌý

The independence of a governance professional should not be compromised. Governance professionals should be prepared and able toÌýadvise the governing board toÌýensure effective governance through advising adherence to legislation, following procedures and enabling well informed decision making.ÌýIn order toÌýsupport their independence, ¾«Æ·SMÔÚÏßӰƬ does not think it is best practice for a governance professional to be employed in another role in their school or trust. Where this does happen, there must be a clear job description and time allocation for when the individual is acting as the governance professional.Ìý

¾«Æ·SMÔÚÏßӰƬ continues to campaign for the professionalisation of the role and to highlight the vital work of governance professionals, which is a key element in the success of any governing board.

Governance professionals resources