School governors and Head Teachers

This research associate report from the NCSL explores the strategic role that headteachers and governors carry out in partnership in three case study schools. Although small-scale, it seeks to:
- Identify similarities which may facilitate a higher level of strategic operation.
- Describe some of its benefits and barriers to this.
- Provide practical examples of how this vision of strategic partnership might work in action.

Key points:
- Each of the governing bodies adopted a structure which enabled an inner-circle of experienced, committed governors to work alongside school leaders in review and futures thinking activities. This model was recommended by both the governors and headteachers interviewed.
- However, allied to their adoption of this approach, was an awareness of the need for succession planning and the need to build the capacity for strategic planning amongst governors more broadly. This was critical if a culture of dependency was to be avoided.
- The way in which these governing bodies worked in partnership with the headteacher was aided by a range of practices and specific attitudes, including: a clear understanding regarding each other’s roles and remits; the creation of opportunities for staff and governors to work together; a focus on utilising governors’ skills in order to maximise the contribution of individuals; providing development opportunities for governors’ skills to grow and, linked to this, planning for succession; the promotion of a trust-based relationship that facilitated both honest and open dialogue; governors offering challenge within the remit of critical friend.
- Identified practices employed by governors, which enabled them to function strategically, included; not involving themselves in the day-to-day management of the school unless it was to enable the headteacher to focus more on their core purpose of teaching and learning; working alongside school leaders in review and futures thinking activities and offering support and challenges; enabling innovation and risk-taking; establishing a clear understanding of strategic leadership linked to self-evaluation; viewing change as challenge and not being daunted by it.