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Raising the Voice of Governance Professionals: Why the Role Matters More Than Ever

NGA is delighted to introduce this blog from Ruth Agnew MBE, Strategic Lead for Governance Professionals. In it, Ruth reflects on an accidental start to her career in governance, the evolution of the governance professional role over the past two decades, and the growing complexity of the education landscape. She also sets out why the voice, expertise and recognition of governance professionals has never mattered more, and shares how NGA is strengthening its support, networks and opportunities for those in the role.

Blog
18/06/2026

The truth is that I ended up working with governors by accident. And I know I’m not alone. In my case, I was a local authority HR officer. I had become a parent governor when my children were young, and one day, following a local authority restructure, I found myself to be the person in the room who knew most about governance – and the job was mine.

I’ve rarely spoken to a governance professional in the schools sector who hasn't told a similar story, many of which started with a conversation that included the words “can you just...?”!

I wouldn’t have survived those early days, or my later transition from the maintained sector into working with academies, without strong networks where I could ask my stupid questions, without ever being made to feel inadequate, and where I could learn from those experienced colleagues who were generous enough to share their knowledge and wisdom; if any of you are reading this – you know who you are – thank you!

I used to say to my children ‘no-one ever leaves school hoping to get a job like mine’. But despite that, I’ve had the most wonderful career working with the incredible volunteers who support our education system. In the twenty years since that first ‘can you just...’ conversation, I’ve managed two different local authority governance services, worked as a governance consultant across a wide range of setting, served as a National Leader of Governance in the first and second iterations of that role, and, latterly, spent six years as Head of Governance and Data Protection in a large, and growing, multi-academy trust.

  • "I’ve rarely spoken to a governance professional in the schools sector who hasn't told a similar story, many of which started with a conversation that included the words can you just...?!."

    I’ve seen the governance professional role change significantly during that time. That’s partly as a result of the changing nature of the sector we serve. Overall, local authority capacity has reduced, and academy trusts have grown, to a point where more than half of the schools in England are academies. Trusts are standalone financial entities existing within a complex compliance framework and, perhaps because of this, and a small number of well-publicised failures, the role of governance within the sector has taken on a greater prominence.

    Many governance professionals work cross-sector and need to understand the complexities of requirements in both the maintained and academy sectors, and following the ambition laid out in the government's most recent white paper for a fully academised system (again!), we’re likely to see more maintained schools considering conversion again as well as more mergers within the trust sector.

    Laying aside the structural questions, our sector is facing significant and growing pressures: falling pupil numbers, financial constraints, a SEND system that is no longer fit for purpose, increasingly complex relationships between schools and parents, and the rapid pace of change brought by AI. In this context, strong governance has never been more important, and the expertise and status of the governance professional supporting it has never been more critical.

    And yet, we are still on a journey. In some places, the governance professional role is still misunderstood or underestimated, sometimes reduced to outdated stereotypes of someone quietly sitting in the corner taking notes or, worse still, making the tea.

    I consider it a genuine privilege to have stepped into a role where I can help shape that narrative and support the continued development of the profession. It also gives me the opportunity to “pay it forward” for the guidance, encouragement and support I have received throughout my own career, by strengthening the offer NGA provides to governance professionals across the sector and helping to ensure the role is recognised for the strategic contribution it makes.

    One of the first changes I’ve championed is bringing the governance professional’s voice directly into NGA’s annual school and trust governance survey. You work at the heart of board activity and see, first-hand, the pressures, challenges and realities governors and trustees are navigating, so it’s only right that we capture your perspective too. For the first time, we’re actively inviting governance professionals to contribute alongside board members.

    • "I’d really encourage you to take a few minutes to share your views, and to prompt the boards you support to do the same, ahead of the 30 June deadline."

      Alongside our long-term trend questions, this year’s survey also explores some of the most pressing issues shaping the sector right now, including artificial intelligence, Ofsted and the government’s schools white paper. The insight we gather is vital, feeding directly into our research, thought leadership and the advocacy work we carry out with government and sector partners.

      I’d really encourage you to take a few minutes to share your views, and to prompt the boards you support to do the same, ahead of the 30 June deadline.

      Other changes you’ll already be able to see include better signposting for governance professionals around the Learning Link platform and updated modules and resources. We also have a clear ‘governance professionals pathway’ at our annual conference on July 20th, featuring a number of workshops designed specifically for governance professionals.

      It’s next term, however, when things start to get really exciting as we launch our new governance professionals community platform. You’ll be able to speak to each other, ask questions and share experiences and resources. We’ll also hold more frequent online network meetings covering a range of topical issues and give further opportunities for discussion and sharing.

      In the spring term, we’re exploring the introduction of face-to-face regional meetings for governance professionals, bringing colleagues together in locations that are accessible and relevant to you. Alongside this, we’re developing a stronger offer of governance professional-specific training, guidance and resources to better reflect the realities and demands of the role. This is part of a wider commitment to strengthen professional networks, share good practice, and ensure governance professionals feel supported and recognised in their work. There are exciting times ahead, and I look forward to continuing to work with you all to shape and strengthen the future of the governance professional role together.

      Ruth Agnew MBE

      Strategic Lead for Governance Professionals

      As Strategic Lead for Governance Professionals, Ruth is responsible for championing and supporting the role of governance professionals across the education sector. She oversees the organisation’s offer to governance professionals, including the development and delivery of professional development programmes, publications and the management of network meetings and conferences.

      View Ruth's full profile

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