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A Pivotal Year for Governance

Why change, inspection and wellbeing place governing boards centre stage in 2026

Blog
22/01/2026

This year could be pivotal for governance. Policy reform, inspection changes, and a renewed focus on governance are converging in ways that make the work we do more visible, more influential, and more accountable than ever before. With that visibility comes opportunity, but also greater responsibility and scrutiny 

As we start the spring term, boards are navigating significant developments. The government’s Schools White Paper has been delayed until early 2026; MAT inspections are being legislated for through the Children’s Wellbeing and Schools Bill; and the new Ofsted framework is now being fully rolled out. Alongside this, NGA marks its 20th anniversary, a moment to reflect on how far governance has come and what’s needed next.

The Schools White Paper: preparing for reform where it matters most

While the Schools White Paper has yet to be published, it is already clear from ministerial statements and consultation signals that the government intends to focus on areas where pressure on the system is most acute. SEND reform, behaviour, attendance and curriculum are all expected to feature prominently.

These are not new challenges. Rising levels and complexity of children and young people’s needs, inconsistent thresholds for support and the need for clearer, more joined-up pathways for children and families have been long-standing concerns across the sector. The direction of travel points towards greater collaboration between education, health and social care, recognising that children’s needs cannot be met by schools alone.

For governing boards, the opportunity lies not in reacting to final proposals, but in preparing for what reform is likely to demand. This means understanding how SEND identification and support operate in practice, how effectively behaviour and attendance policies promote inclusion and wellbeing, and how curriculum decisions equip pupils with strong foundations and life skills. Strategic oversight in these areas will be critical.

We’re pleased that the government have also made clear its commitment to maintaining the connection between schools and their communities. We expect this to be an important theme in the white paper, and we know governance is vital to achieving this through their stakeholder engagement role, especially at the school or academy level. We will be pushing to make sure this vital function of governance is recognised.

  • "For governing boards, the opportunity lies not in reacting to final proposals, but in preparing for what reform is likely to demand."

    Making the case for governance

    Alongside national policy reform, NGA will shortly publish its ‘case for governance’, contributing to an increasingly important conversation about the critical role boards play in a system under pressure.

    This work brings together evidence, insight and lived experience to show how strong governance ensures schools and academies serve the communities they’re in, it underpins accountability, inclusion, financial sustainability and long-term improvement.

    A dedicated launch event will bring together sector leaders and policymakers to ensure that governance is not only a key part of the conversation but properly understood within it.

    MAT inspections and children’s wellbeing

    The Children’s Wellbeing and Schools Bill, expected to become law by early May, represents a significant development for trusts. The introduction of MAT inspections signals a clear recognition that trust-level leadership and governance are central to children’s wellbeing and educational outcomes.

    For trusts, this is about more than compliance. It is about demonstrating how governance provides assurance across multiple schools, how values and culture are embedded in practice, and how strategic oversight translates into safe, inclusive and effective provision that’s inclusive and meets the needs of ALL pupils.

    This legislation reinforces a point NGA has long made. Governance is not peripheral to wellbeing. It is foundational.

    • "This legislation reinforces a point NGA has long made. Governance is not peripheral to wellbeing. It is foundational."

      The new Ofsted framework: governance in practice

      The full rollout of the new Ofsted framework brings these themes into sharper focus. Governance now sits more clearly within the inspection process, with greater emphasis on leadership, culture, inclusion and the lived experience of pupils and staff.

      Inspection should align with the questions good boards are already asking. Effective governance is evidenced through curiosity, challenge and support. It shows how boards understand their communities, interrogate data, and ensure that schools or trusts have effective systems and processes to identify and support children with SEND and safeguarding needs, while supporting leaders to improve. Inspection should not define governance, but should increasingly reflect it.

      Twenty years of NGA, looking forward

      This year also marks NGA’s 20th anniversary. Over two decades, governance has become more professional, more strategic and more integral to the education system. The scale of responsibility has grown, particularly within trusts, and so too has the need for strong support, evidence and advocacy.

      As we look ahead, NGA’s role remains clear. To champion governance, to support boards through complexity and change, and to ensure governance remains focused on what matters most: the children and young people in each school’s locality.

      A moment to lead with confidence

      This is not a year for governance to sit quietly in the background. Governance will be tested, examined and increasingly relied upon. Policy reform, legislative change and inspection all point to the same conclusion. Governing boards matter.

      Thank you for the time, expertise and commitment you bring to this role. As NGA enters its third decade, we remain focused on supporting boards to navigate reform with confidence, clarity and purpose, always centred on the wellbeing, achievement and life chances of children and young people.

      Emma Balchin

      Emma Balchin

      Chief Executive

      Emma has over 25 years of experience in education, leadership and school improvement and in leading professional development services. Emma has also governed and chaired across maintained schools, academy trusts and local academy committees.

      View Emma's full profile

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