NGA calls for consistent governance standards across trusts in new ‘4D’ report

A new report from the National Governance Association (NGA) makes the case for a model of trust governance that is explicitly designed by and for communities, providing a clear framework for how trusts can be both strategically coherent and genuinely rooted in the local context.

'Governing in 4D: Setting the standards for trust governance' in a community-rooted system draws on 16 years of NGA research and evaluation to propose a clear, four-dimensional model of governance, alongside minimum standards that could inform forthcoming trust standards from the Department for Education (DfE).

As the government continues its trajectory towards a universal multi-academy trust system, the report argues that strong governance must move from pockets of excellence to a consistent baseline across the sector. Where governance is weak, the consequences are not isolated but systemic, with implications for pupils, families and communities.

The 4D model identifies four distinct but interdependent dimensions of effective governance:

A local tier rooted in and accountable to its community, ensuring trust decisions are informed by local context and subject to meaningful scrutiny

Trust executives who enable, rather than replace, volunteer governance by providing professional expertise and building governance capacity

Trustees who set strategic direction, balance centralisation with local autonomy, and hold executives to account.

Members who act as constitutional guardians of the trust’s charitable purpose, providing an independent safeguard when governance fails

The report also highlights the importance of a fifth element: a coherent governance architecture that aligns these dimensions, with clear roles, strong information flows and ongoing evaluation as trusts grow and mature.

Alongside the model, NGA sets out practical governance standards based on where trusts succeed and where they fall short. These include expectations around meaningful local challenge, deliberate board composition, investment in governance capacity, and a clearer, more active role for members.

Sam Henson, Deputy Chief Executive, NGA, said:
“Strong governance already exists across the trust sector, and it should be recognised and built upon. But as we move towards a system where every school is part of a trust, we cannot rely on good practice being optional or unevenly distributed.
This report is about defining what good looks like in a way that is practical, consistent and rooted in the communities schools serve. Governance works best when each part of the system understands its role, respects the others, and operates with clarity and purpose.”