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Governance Professionals

NGA's position statement on governance professionals

man with his hands clenched together sitting at a meeting

The role of governance professional is central to ensuring strong governance and organisational robustness in our schools and trusts.

Duties

Every governance professional should have a job description or service level agreement which defines the purpose of the role, duties, responsibilities and time allocated, in line with NGA guidance.

Employment

Governance professionals may be employed or commissioned. Where employed, the role should be recognised as a distinct professional function. As MATs grow, they should employ a lead governance professional within the central support team, in a senior capacity, to manage the complexity of governing at scale. This is a strategic role supporting and promoting effective governance, rather than an administrative role. This individual may also lead a wider governance team.

Professional independence

The governance professional’s independence must be protected. Whatever line management arrangement is in place, they must also have direct access to the chair as needed.

Pay

Pay should reflect the duties, responsibilities, skills, knowledge and experience required by the role, in line with benchmarking, such as the NGA career pathway.

Recruitment

Governing boards should take an active role in the governance professional’s recruitment, ensuring the individual has the appropriate skills, knowledge and experience as well as a commitment to their own professional development.

Professional development

The board should support the governance professional’s development, both in terms of time allocation and expense.

Performance management

All governance professionals should have clear, ongoing performance management arrangements, linked to their role description. Regardless of operational line management arrangements, the chair should be involved in this process.

Governance professionals resources