Tag Archives: Conference

Teacher recruitment and retention matters

On 8th June 2019 I attended #BrewEdEssex This event was organised by Vic Goddard, Jean Louis Dutaut, Dean Boddington and John Bryant. The theme as teacher recruitment and retention. I’m very grateful to the organisers for letting me speak at this event and talk about the role governors can play in this. My slides from my session are below. I’m also adding a few lines of explanation so the slides make sense to those who weren’t there in person.

Slide 2:

Before we go on to discuss the role governors can play in recruitment and retention, a bit of back ground about who we are and what we do. Exact data isn’t available but there are around 250,000 of us. As we are legally not allowed to be paid, this makes us one of the largest volunteer forces in England.

Slide3:

We have three core functions.

Slide 4:

One of our core roles is ensuring there is clarity of vision and ethos in our school/academy/MAT. This is really important as ethos and culture of our schools will impact on retention. Governors play an important part in defining the vision and ethos and then we make sure that all our practices and policies reflect this. We need to ensure that the ethos in the schools we govern is one of mutual respect, of professional respect, of collaboration and support. If we can build up such a culture we will go a long way in ensuring that firstly teachers want to come at work in our schools and secondly, the teachers that do work in our schools stay in teaching. I’ve deliberately said stay in teaching and not stay in our schools because what we want is a school where we grow and develop our teachers so that they are ready to take the next step in their career and that may involve moving schools. This is the most positive thing we can do. In many cases we are the employer so it’s important that we recognise the role we play and the duty we have as employers.

Slide 5:

One way in which a school or trust can start to address the recruitment and retention problem is by showing itself to be an employer of choice. For this to happen we need commitment from governors to treat this as a priority and to aspire to be an employer of choice. So, what does this mean in practical terms? I’ll talk about retention first as I think if you can retain your teachers then the recruitment problem becomes less of an issue.

Slide 6:

So, why it is important to retain teachers? David Weston has blogged about this where he’s looked at research which showed that teachers get better over time, initially more quickly and then, typically, a little more slowly from around three to five years, More experienced teachers improve academic outcomes and non-academic outcomes, very experienced teacher is particularly effective at reducing absence of the most vulnerable pupils and experienced teachers make their colleagues more effective. So retaining experienced teachers is of huge importance.

Slide 7:

The first step to becoming an employer of choice is for governors to judge ourselves using staff satisfaction as one of the criteria of how successfully we are as leaders. How do we do that?

Slide 8:

Firstly, we must make sure staffing is discussed at every board meeting. We need to ask heads to report on staffing issues at every meeting. This will go a long way in making the head and SLT and staff realise that staff are important to us.

Slide 9:

We should also be surveying staff, at least annually. These surveys should give us an insight to how staff are feeling, what issues are causing a concern

Slide 10:

Obviously, positive feedback is good to have. Who doesn’t like to hear good things?

 Slide 11:

But perhaps more important is to be open to hear negative feedback and to act on it. If governors become defensive or don’t encourage heads and SLT to be open to hearing different views then it’s very difficult to bring about change. Staff should be made to feel valued and one way to do that is to seek their views and change things which are negatively impacting on them.

Slide 12:

And one of the most important issues we may get feedback on is workload issues. Though the day to day running of the school is something we should not get involved in but as governors we do need to understand workload issues. Ask questions relating to workload. We must ask our heads how are they ensuring teachers are not getting crushed under workload. Anytime a new policy or new initiative is brought to us we need to ask about workload implications of that initiative. If staff are being asked to do something new, we need to ask what are they not required to do. Again, culture and ethos has a part to play here. Do we know and do we facilitate collaboration so teachers have supportive networks and are not constantly re-inventing the wheel. We must also look hard at ourselves. Are we adding to workload by demanding data? Is all the data that we ask for actually useful? Are we putting pressure on our heads who then may be passing it down to teachers? How are we supporting our heads? Have we ensured that they have a team around them who they can rely on for finance, HR etc and leave them free to concentrate on teaching and learning?

Slide 13:

Workload issues bring me to another thing; flexible working. Are we as governors aware of what our staff needs are as far as flexible working is concerned?

Slide 14:

This again is something where the culture and ethos we are responsible for plays a part. Are we fostering a culture where staff feel able to talk to senior management and working together come up with a solution which means they can work reduced hours. This applies to heads too. As governors are we ready to have a conversation with our head when they indicate they would like a job share?

Slide 15:

Another way we can make staff feel valued so that they stay in the profession is by committing to their development. When the budget comes to us for approval do we look at the CPD budget? Do we ensure that the money being spent is being spent wisely? Do we put measures into place which allow our staff to develop and flourish? Are we making it easier of for staff to get further qualifications? When we appoint new heads, especially if it’s their first headship, do we offer them a mentoring scheme? Some people may be a bit wary of developing staff in case they left to go elsewhere. I think, firstly, we owe it to them. Secondly, prospective new staff will see that you’ve nurtured and developed staff and they can expect the same so they will be keener to join and this helps in making you an employer of choice.

Slide 16:

Flexible working, manageable workload and development opportunities all contribute to teacher well-being. There are other things we can do too. Governors should make sure behaviour policies are working and are being implemented consistently. When we go into schools we can see if behaviour is like we would want it to be. If teachers don’t have to fight at this front they can get on with doing their job which is teaching. We can have other initiatives as well such as each teacher is allowed to take off for family events like watching their own child in a play. Like I said this is all to do with the culture. As culture, good or bad, will trickle down from the top as governors we need to be aware that the culture is one where teachers are valued and know they are valued.

Slide 17:

As governors we need to ensure we have a good whistleblowing policy in place and that people have confidence that if they raise concerns through this they will be listened to, the issue will be thoroughly investigated and they won’t suffer any consequences. We should be looking at staff absence data and asking questions around that so we can pick up any problems that may be leading to a high absence rate. We must also ask how staff returning to work will be supported. If staff do leave, for whatever reason, we should be offering exit interviews. Again, the culture in the school should be one where people won’t mind speaking their minds at these interviews.

Slide 18:

A quick word about headteachers now. Headship is a lonely place. Once we have appointed a good head we need to make sure we support and nurture the head too. The GB/head relationship, especially the chair and head relationship is of crucial importance. Yes, we must challenge them but we must be ready to provide support too. Heads are juggling a lot of balls a lot of the time and it’s up to us to support them and let them know that you’re there for them. A good head is more likely to stay on if they have a good GB and chair than if they don’t.

Slide 19:

Slide 20:

Governors are directly involved in appointing heads and members of the SLT team. For headteacher appointments in MATs they may have the CEO or regional director etc as part of the panel. Some panels will also have advice from an independent person. Governors will be looking for a person who shares their ethos and will be able to deliver the vision they have of the school moving forward. There are a lot of myths around like governors only appoint someone in their image etc. The vast, vast majority of governors just want the best candidate for their school. It’s my view and one shared by the NGA that The other appointments for classroom teachers, HoD, support staff etc should be left to the head to manage but there are things we should be monitoring.

Slide 21:

So, what do governors need to consider when they are looking at how recruitment works in their school? All the things I’ve just talked about are things which will attract people to apply but only if you tell them you have all this in place. This is where marketing comes into play. We need to make sure people who are thinking of applying now what great stuff is going on in our schools. We need to ensure that we communicate our vision clearly. We want to appoint someone who has the same vision as us. This becomes especially important when appointing head and SLT as they are then ones who will be delivering the vision so they need to be in tune with the governing body. Does our ad make it clear we are an equal opportunity employer? It’s not simply the matter of adding alone at the bottom of the ad saying that you are. Does the ad reflect this? Have we looked at out short listing process? Have we considered blind short listing?  Are we sure our interview brings out the best in the candidates? Do we give feedback after interviews? Good feedback to unsuccessful candidates is important for their development.

Slide 22:

This tweet caught my eye the other day. I have Dean’s permission to share this today. Apart from the fact that in my opinion governors should not be involved in interviewing for positions other than SLT and head, I see no value in asking these questions of an NQT. Just think back to when you were an NQT and were asked this.

Slide 23:

So, in summary,

Slide 24:

Now you must be thinking that this was all about what governors could do and should do so why is Naureen telling us all this? Three reasons really:

  • You work in schools which are governed by trustees or governors should you should know what they should be doing as retention and recruitment for that matter affects you all
  • Some of you may be governors yourself and therefore you can go back and see how are things being done in your governing body
  • Lastly, if you are not a governor then I would urge you to think of becoming one. Think of joining a governing body of another school. For you that will be great CPD and for that governing body they’ll have someone who understands education and the pressures that go with the job.
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Governance in the spring and summer terms; reflecting and looking ahead matters

This has been a long and tiring term. As Easter approaches and governance slows down (it never stops completely!) I find myself sitting down with a cup of tea and looking back and reflecting on the term that was and also looking ahead to the last term of the year.

A major event in the Spring term was an inspection. One of the schools, Crofton Junior, belonging to Connect Schools Academy Trust where I’m a trustee, was inspected just before half term. This was a Good school and had had a short inspection last April. The inspection felt very thorough but fair. Governors and trustees met with the Inspector and had a chance to talk through what we knew of the school’s strengths and where we could do even more. The Inspector had read our minutes and understood MAT governance. The feedback was constructive. On a professional level, the inspector we met was knowledgeable and we could tell he had done his homework. On a personal level he was very accommodating. I had had to leave by a certain time and the inspector had no problem with that and quickly put me at ease. I didn’t have to reference Sean Harford’s myth busters as any trustee/governor who could attend the feedback was invited to do so. Ofsted come in for a lot of criticism (and some of that is justified) but I think when they get things right then we should talk about those too. This inspection was one such example. Although we don’t things for Ofsted, it was reassuring to find that they thought the same as us, that we were providing an education which our children are entitled to. Looking back, the one thing which stands out about the two days is how the whole community pulled together and were happy to do so. Our children are amazing. The staff and parents too. I think that’s what makes it an outstanding school. Yes, results are amazing, behaviour impeccable but it’s the “this is my school, I’m proud of it and I’ll do my best for the children” attitude which makes me really happy. Looking to the next term, we will continue doing what we’ve always done; our best for every child under our care.

The second thing which has been keeping me busy is governor recruitment. We have been looking to fill our community governor vacancies. We appointed two governors last term; one who is a deputy head in a local secondary school and the other has extensive experience of stakeholder engagement and project management. I’m not sure whether it’s because we are in a leafy, London suburb or just lucky but to get such great governors to add to the skill set we already have bodes very well for us. These candidates came to us via Inspiring Governance and Governors for Schools.

Reflecting on the process, I’m quite happy with the way we did it. We gave the candidates all the necessary information, sent them links to the Governance handbook and made clear the responsibilities that we as governors have. We had an interview process where we probed how their skills could complement those already present. We also worked through some scenarios. Although both candidates were not current governors they were able to work through these scenarios and gave us answers which indicated that they were aware of issues such as conflicts of interest, confidentiality etc. I think we will continue to use this process when we have further vacancies. It gives the candidates an idea of what’s involved and it gave us a chance to see how they could fit in with the team. I’m also a firm believer that although we are volunteers we need to approach governance in a professional manner and going through an interview process makes that clear. I am, however, aware that there are areas where there aren’t many people who put themselves forward to become governors and so interviewing someone who does may be a luxury people can’t afford. If that is you, I would still encourage you to meet with prospective candidates so that they have a chance to find out what being a governor is all about.

We have also thought about how to ensure that these governors understand their role. The trust is putting together a training programme and the first one they’ve been invited to is an induction session. I am also in the process of putting together an induction pack which will be ready by the time we go back. Once they have had a chance to work through it, I would like to ask them their thoughts about the whole induction process. I’d like to know what worked best, what didn’t and what could be made better. They have been assigned a mentor each and maybe this is something they could discuss with their mentors.

While I was writing this blog, I was made aware of this tweet.

This is something GBs should think about. If you have a vacancy then it may help to advertise the fact on your website. You never know, someone may come across it and decide to get in touch with you.

I have also been reflecting upon the Leadership Conference I attended as Chair of an LGB. My school is part of United Learning. Once a year they hold a two day Leadership Conference where all heads of schools and chairs of LGBs are invited. The members of the board, the CEO, Jon Coles, the Regional Directors and the Company Secretary attend too. This is a really good way to get to know other heads and chairs, to hear from the board and the CEO and to feedback to them. Communication in a MAT is very important and needs to be two way; from the board to the LGBs and from the LGBs to the board. The Leadership Conference is one way United Learning accomplishes this (there are other events too where the board and LGBs get together). Education with character is what United Learning is all about. This was evident at the conference from the keynote speech from Andrew Triggs Hodge OBE (retired British rower and a triple Olympic Gold Medallist and quadruple World Champion) to the stunning musical performance by students from Manchester Academy, a United Learning sponsored academy.

If MATs decide to have LGBs then these LGBs should add value and to do this LGBs should know what’s happening at the board level and should be able to communicate what’s happening at the local level. The vision and values that drive the work of the trust should be explicit and should drive the work of the LGBs. My other trust is a much smaller (and newer) than United Learning. Trust wide communication is something we are very keen to get right. We are exploring how we can best achieve this.

Looking ahead to the summer term we will continue looking at the curriculum, something we had started doing before the inspection. Communication, as I mentioned above, is another thing we will be working on. The board has started reviewing our vision and values. This is important as the trust is growing. On a personal level, I’m looking forward to attending educational events and presenting at some of these. I have the following events in my diary. It would be lovely to see you at some of these events.

There will also be the summer term board and LGB meetings. Looks like the next term will be a busy one too but that’s just how I like it to be.

Holidays between terms are a good time to sit back and reflect and also to look ahead. What was your last term like and what are you looking forward to in the summer term?

Demystifying school governance matters

On 2nd March 2019 I did a session on governance at researchED Birmingham. I’m very thankful to Claire Stoneman and Tom Bennett for  giving me the chance to talk about governance to teachers. My slides from the session are below. I’m also adding a few lines of explanation so the slides make sense to those who weren’t there in person.

Slide 2:

For teachers who haven’t worked as or with governors, governance may appear to be something mysterious that happens behind closed doors in the evening when all the teachers have gone home. You may hear your head say governors want data on X or governors are coming in to monitor Y. And that’s about it. So today I’m going to try and lift the veil on who we are and what we do and hopefully by the end of the session you will know a bit more about what we do and what research tells us about who governors are.

Slide 3: 

There are about 250,000 governors in England. Legally people can’t be paid to be governors and hence we are all volunteers and this makes us one of the largest volunteer forces in the country.

Slide 5: 

One of our core functions is to ensure the clarity of vision and ethos. The GB appoints the head and this is perhaps the most important thing that governors will do. We appoint someone who we feel will help us deliver our vision. Yes, it is a partnership; it has to be for it to work well but ultimately it’s the governors must ensure there is clarity around the vision, culture and the ethos of the school.

Slide 6:

It’s the governing body which sets the strategic direction of the school and decides where the school will be in 3,5,10 years’ time.

Slide 7:

Our second core function is to hold the executive leaders of the school to account for the performance of the pupils and the school and the performance management of staff.

Slide 8:

Schools are funded by public money. We are custodians of this public money. Our third core function relates to this. We have to look after the financial performance of the school and ensure that money is well spent.

Slide 9:

So, irrespective of what type of school we are governing (maintained or academy) we have three core functions:

  • Ensuring clarity of vision, ethos and strategic direction
  • Holding the school leaders to account
  • Ensuring the money is well spent

Effective governance is of huge importance because governance is responsible for these core functions and also because effective governance can enable and provide a degree of protection to school leaders to try something different. Then there is the fact that although individual governors will come and go, the governing body stays and it’s the governing body which ensures that the vision and ethos of the school carry on long after individuals have departed. Ofsted also recognise the role of governance and it comes under Leadership and Management and will continue to do so under the new framework too.

Slide 10:

We’ve talked about the core functions of governing bodies and why effective governance is important. A question which is frequently asked is how governors bring about school improvement. Tony Breslin has written a report for RSA. He says there are 4 ways governors do this.

  • As they are custodians of the vision and the finances they can allocate resources where needed
  • They have to be aware of various targets. They are aware of floor targets and other national and internal data and use this to ask questions to drive improvements
  • They generally have individuals or committees whose brief is to look at various areas. For example the governing body may have individual governors linked to areas such as safeguarding, literacy, wellbeing, SEN. Or the governing body may have committees, for example a committee looking at teaching and learning and another one monitoring resources and finances. By assigning individuals or committees to these areas and monitoring these areas the GB helps to drive school improvement.
  • Finally, a good supportive GB and a good supportive chair will be able to retain good heads. Headship is a lonely place. If a head feels supported by the governing body and the chair in particular they are in a better position to do their job and stay on post to do the job, hence driving up school improvement.

Slide 11:

Now that we know about what governors do, it would be good to see what research tells us about the people who perform these roles.

There are no official statistics available which look at the demographics of those who govern our schools. National Governance Association, the NGA, is a membership organisation which represents governors.  Since 2012 NGA, in partnership with TES, has been surveying governors since 2012 and these surveys are the best source of data on this topic and I will be referring the results of the last two surveys today.

Slide 12:

If we first look at the age of the people who responded to the survey, then we find that in 2017 53% of the respondents were aged 40-59.

Slide 13:

This reduced slightly to 51% in 2018. The2018 survey compared the age of the respondents and the age of the general public. If you compare the figures nationally then 34% of the population falls into this age bracket. This shown we have some work to do to attract younger people to governance.

Slide 14:

Looking at ethnicity now. The 2018 survey showed that 93% of the respondents were white as compared to 86% of the population and 74% of primary and secondary students. This may r may not be a very bleak situation.

Slide 15:

The 2017 survey had looked at the age as well as ethnicity. This showed that in the younger age groups there were more governors who identified as BAME. Obviously, we mustn’t be complacent but if this trend continues and we are able to attract more governors in the younger age brackets then there is hope for the future.

Slide 16:

2018 was the first year NGA included a question on disability. 5% of the respondents said that they considered themselves to have a disability which is far lower than the 22% of people that reported a disability in the government’s Family Resources Survey 2016/17. This could be because responses were based on respondents’ own definitions of disability, which may not be aligned with that of the government. It may, however, also indicate that people with a disability experience more barriers to volunteering as school governors and trustees. Ensuring that school governance roles are accessible to people with disabilities is an area for future work.

Slide 17:

Now a look at the gender and some characteristics of chairs.

  • 59% of primary school chairs were female (62% governors were female) compared to 48% of secondary school chairs (53% governors were female). NGA 2018
  • I was also interested in looking at the age of the people who chair governing bodies. Prof Chris James of Bath University has researched governance extensively. He found that they were almost all over 40 years of age (94%). If we break this down further then we see 31% of chairs are between 40 and 49 years of age and 28% between 50 and 59. About a third were over 60 (34%). Chris James

Slide 18:

On average, they spend approximately five hours a week on governing matters and over one in 10 chairs spend more than 10 hours a week. Looking at the time   chairs reported spending on governance and the age at which they volunteer to chair governing bodies may indicate that as a fair degree of work is involved older people who may have more time to spare take up the chair’s position. Another thing to consider is whether the time is being spent on strategic stuff and how good are the chairs at delegation.

Governance matters at Festival of Education Part 2

Photo Credit: Cat Scutt
Left to right: Mark Lehain, Katie Paxton-Dogget, Naureen Khalid, Jo Penn, Will Malard

On Friday 22nd June 2018 I chaired a panel discussion at the Festival of Education at Wellington College. With an ever increasing number of schools joining Multi-Academy Trusts (MATs), there is a need to understand how these are governed. This was a well attended session. It was good to see so many people take an interest in governance. What was especially pleasing was that governors and trustees and even a Member of a trust were present.

The session looked at “The Brave New World of MAT Governance“. The experts who took part in the discussion were

  • Jo Penn: Jo has many years of experience as a school governor. She is currently Chair of a Local Authority Primary School Governing Body and on the Board of a Secondary Academy. She has also been a member of a Special School Interim Executive Board and Chair of a Foundation School/converter Academy for four years. Jo is an experienced National Leader of Governance
  • Katie Paxton-Doggett: Katie is the author of ‘How to Run an Academy School’ and ‘Maximise Your Income: A guide for academies and schools’. Dual-qualified as a Solicitor and Chartered Company Secretary, Katie has significant experience in providing specialist governance support to various academies and MATs
  • Will Millard: Will is a Senior Associate at LKMco where he undertakes research into education and youth policy, and works with a range of organisations to help them develop new projects, and assess and enhance their social impact
  • Mark Lehain: Mark has a wealth of educational experience, having founded one of the first free schools (Bedford Free School) in the country. Bedford Free School has thrived and they have created the Advantage Schools MAT. Mark is the Director of Parents and Teachers for Excellence. He was appointed Interim Director of New Schools Network in March 2018

The discussion started with the panel being asked to define effective MAT governance and to suggest ways by which we can judge how good or otherwise the trustees are. The panel was in agreement with Jo who said that effective governance is effective governance irrespective of the structure. For governance to be effective we need a clear strategic vision, transparency, accountability, ethical leadership and effective training at all levels. Katie agreed that training should be mandatory. She also made the point that there is no need to re-invent the wheel; we can learn from other sectors. Will referenced the research  published recently by LKMco. It is difficult to answer what is effective MAT governance because research has shown that MATs are different and they change as they expand which brings about changes in the way they are governed. As it’s difficult to define, it’s difficult to design a matrix to judge how effective it is. Mark said that if the outcomes for students are good and the right decisions are being made at the right time we may be able to say that the trustees are doing a good job.

Talking about MAT expansion led the discussion to whether governors are coping with moving from governing one school to governing groups of schools in MATs. Katie was of the opinion that governing MATs requires a massive change of mindset and people need to understand that they need to step away from representing just one school. Jo talked about her own experience. She has been a governor in almost all settings but the biggest challenge was the change from being a trustee in a single academy trust (SAT) to a member of the local governing body (LGB) when the SAT joined a MAT. She explained that when the SAT trustees were discussion joining a MAT, the most challenging discussion was around giving up some autonomy to gain other advantages. Jo also warned that we need to be cautious and careful as we now have a two tier system. We may leave those governors behind who are governing LA schools if we aren’t careful because we are so busy talking about the importance of MAT governance.

Talking about LGBs led us to discussing schemes of delegation (SOD). Mark agreed with Jo that when schools join a MAT they have to give up something to gain something. Mark warned that there is a danger that if we take too much away from the local governors and give it to the centre then people may not want to put themselves forward to serve on LGBs. When Bedford Free School was forming a MAT and was talking to other schools there was a great deal of discussion around the SOD. They put in a lot of thinking around the SOD and have kept it under review. Like everything else, there isn’t a one size fits all SOD, appoint made by Katie who said MATs should look at a SOD and then adapt it to their schools and context. Katie talked about the work she has done with community MATs. The back office services were centralised but the teaching and learning and how students were doing, the “proper governance” stuff happened at the local level. So the SOD is about delegation at the local level and the trustees having an oversight rather than doing it at the board level.

The panel then discussed whether centralisation of some services like finance and delegating monitoring of teaching and learning o the LGB would make serving on the LGB more or less attractive. Jo was the opinion that if the LGB feeds back to the board who then take decisions then the LGB may not feel empowered making it less attractive. Katie pointed out that there are models which empower the LGBs. Jo also made the point that the SOD is not written in stone and the board is legally allowed to change it if it wishes to do so.

The panel also discussed how performance of MATs could be judged. Mark was of the opinion that at the minute we have no one who has enough experience of running MATs to be able to judge performance of other MATs. There is also the fact that MATs are very different. For example Harris, ARK, Tauhedul, Inspiration, Reach2 are all very different from each other. Mark’s worry is that by trying to judge MATs we may end up trying to standardise the way they are run. Mark admitted that there have been failures in the way MATs are run but there have been examples of poor governance in the maintained sector too. What we should do is try and learn from these failures. Will said that the research had not shown a clear relationship between SOD and MAT performance and he reiterated Mark’s point that there is no clear one good way to judge MAT performance. According to Katie, the success/failure is not about structures but about the people, about what they are doing and how they are using the structures. With MATs we are at a stage where we can still shape things.

We talked a little about the executive function in MATs. Mark said that in theory there should be a difference between the executive leaders of single schools and those of MATs but in practice people are still finding their way. The role of a MAT CEO is very different to that of a head of a single school

I then asked the panel to give me a short answer to the following question before we took questions from the floor.

What is the one thing you would change to make MAT governance effective?

Jo: Mandatory training for everyone involved in governance. Accredited pre-appointment training same way as it’s done for magistrates. People join boards without a real understanding of the role. It takes a while to get to grips with the role.

Will: Agree with Jo.

Katie: Not sure the MAT structure actually works. Take a step back and see how schools fit together in the legal structure.

Mark: Training of company secretaries. The role of the clerk in a maintained school is an important role but a completely different one to that of a Company ecretary in a MAT. We sometimes use clerk and Company Secretary as interchangeable terms but they are different roles. How many clerks know their Articles of Association inside out and understand the law around that?

Questions from the floor:

Is there a tangible way for businesses to support governance in schools?

Jo: Businesses should encourage their staff to become governors and give them the time and space to do it.

Katie: Businesses should understand that their employees will be getting board level experience which they can bring back to their companies.

Are the challenges in recruiting to MAT boards different to recruiting to boards of single schools?

Naureen: People may find it more attractive to govern in their local school, in a school in their community as they feel connected to it than joining a MAT board which may sit in a different city. People may ask themselves if they have the skills or the time to govern 20 schools.

Katie: The more specific I have been about the skills I want, the more successful I have been in recruiting. This is true for parent governors too. Even in small schools if you are very specific about the skills you want then weirdly it brings more people forward. So rather than sending out a general letter, be very specific about the skills you are looking for and people reading the letter will go “Ooh that’s me”. It appeals to their sense of worth

Jo: Don’t think with MAT boards we’ve reached a point where the boards are massively recruiting.

Will: Don’t think the people in general realise how complex the system is. There is a PR challenge in actually setting out that this is what is and this is what you are stepping into.

Question form Katie to the Trust Member: How connected do you feel to your MAT and what do you think you are contributing to the organisation?

I have recently become a Member. I realise that the role is different to that of the trustees as Members have fewer duties than trustees. I see the role as one of holding the trustees to account. It is a brave new world. This is why it is good to come to groups like this and learn from each other.

Mark: We have a come a long way since 2010 when  people did not have a clear understanding about the difference between Members, trustees, directors and governors. People now understand that Members really need to appoint good trustees. We are in a much stronger position now. It may not be quite right but we are much closer to a really effective system now.

And on that positive note, the session came to an end. I’m very grateful to Jo, Katie, Mark and Will for their valuable contributions and to everyone else who attended the session. Like the gentleman said the value of these sessions is in the learning which takes place when we talk and discuss issues with each other. I’m already thinking ahead to the 2019 Festival of Education and hope to see many of you there.

Schools Week covered our session in the Festival of Education coverage (Note: The piece mentions Gillian Allcroft from NGA whereas it was Katie who was part of the panel).

I have previusly blogged about other sessions which I attended and which were aroud goverance.

Governance matters at Festival of Education Part 1

I attended the Festival of Education held at Wellington College on 21st and 22nd June 2018. The fact that there were sessions related to governance was greatly appreciated by everyone who has an interest in school governance. We even got a mention when Julian Thomas, Master of Wellington College addressed the speakers at the end of day one!

Below are the notes I made during the governance related sessions. In order to keep the blog to a reasonable length, the blog will be in two parts. I hope they will be of some use and you will think of putting in a proposal yourself next year or just come along to listen to the various speakers.

Handling public difficulties – essentials for school leaders and governors (Ben Verinder;
Managing Director of Chalkstream).

This was an informative session. As governors/trustees there may be times when we are facing a difficult situation and have to communicate with the press/public/parents/communities. Ben made the point that teachers and school leaders are trusted by the public so we are starting from an advantageous point. Other points made by Ben are as under

  • If at all possible speak while standing in a classroom
  • Never say “No comment”. There will be times when you can’t say much. In these situations rather than saying no comment say something along the lines of “I’m sorry I can’t say much at the moment because…” and give the reason. Just saying no comment makes people think you are hiding something.
  • It is a good idea to have key facts about your school on your website so journalists researching the story will be able to use that
  • If you have journalists coming to the school then it may be better to invite them in. He advantages of this are that
    • They won’t harass staff/students at the gate
    • You have some control
    • By asking them in you are being open and inviting and they may be less harsh in their write up
  • It is essential to have a risk management and the most important thing to have in place is a team which will come into action when needed. The team
    • Should evaluate the situation and judge how “scared” it needs to be
    • The team needs a leader and a spokesperson. These shouldn’t be the same person as the spokesperson will be handling the communications and can’t then be expected to lead too.
    • Make sure all communications are consistent. The messages sent to staff/parents/press should be the same. If the press are told one thing and the staff/parents another then there are chances that the communications sent to parents/staff will find their way to the press.
    • Chair of Governors/nominated governor could be on the team. They could help take care of the head and staff
  • The way you develop relationships is important. If you have invested in building a relationship with your local press then this will be useful when you are dealing with a crisis
  • You will be receiving lots of advice from different quarters. Evaluate it. Ben gave us the example of Thomas Cook (carbon monoxide poisoning at one of their properties) and Alton Towers (accident at one of the rides). Thomas Coo didn’t apologise whereas Alton Towers immediately did. The reputational damage was lass in the latter case
  • Remember everyone will want to comment on your school. Be prepared for that
  • If you have a bad Ofsted report
    • Say you are sad and at the same time indicate that you are not complacent and have a plan of action to tackle issues raised in the report.
    • Say what you will do to address the concerns raised in the report
    • Highlight the good things that the report has listed
    • Important the message to the staff and parents is consistent
  • Issues with school uniform
    • If you are changing the uniform then make sure this is communicated well and in plenty of time
    • Be very clear what is acceptable and what is not
    • In this case too, a relationship which has been developed over time with the local media will be useful. Pre-empt challenges
    • Before making changes/bringing in new rules do think if they are necessary or are they over the top.

Academies – asset stripping, profit-making and disempowering? Panel Discussion. Katie Paxton-Dogget, Panel Chair. Author How to Run An academy School; Emma Knights OBE, CEO NGA; John Banbrook, Finance Director Farringdon Academy of Schools, Jon Chaloner, CEO GLF Schools; Sarah Chambers, Academy Support Manager)


Katie started by asking if headlines of asset stripping, power stripping etc are true. Emma made the point that disasters happen in all sectors. It’s effective governance which can stop these from happening. We are bad at recognising bad practice. We have too many related part transactions. We need to get better at learning from instances when things have gone wrong. These are all reported publicly but what we need is independent review of these cases so lessons can be learnt. We need is to ensure that we have no crooks, cronies cowards!

Katie then asked the panel that if she was a governor of a single school would she/her school lose power if her school joined a MAT. Jon answered by asking a question himself, “What powers do you think you have?” He went on to say that it is important to remember that in MATs the responsibility rests with the MAT board. John made the point that there really wasn’t great autonomy under local authorities either. Outstanding schools had converted because they wanted to take control of the funding and school improvement. He and his school improvement team have a great deal of contact with the schools in his MAT.

The discussion then moved onto funding. Sarah made the point that legally the MAT board can top slice or do GAG pooling. Emma said MAT trustees need to understand the role of a MAT trustee. Some still think of in terms of “it’s my school” rather than the whole trust. Jon said that GAG pooling doesn’t sit well with him. His trust has schools no one wants. Funding is an issue which will keep commanding our interest for a long time to come. John said that when thinking about funding people have to consider the cost of teaching staff. Teachers working for his trust are happy and tend to stay, resulting in schools having staff with high salaries. Schools also find it difficult to appoint NQTs as it is an expensive area where NQTs tend not to apply.

This was a really interesting session and could have done with more time but we could not overrun as Emma was chairing one after this one.

A Vision for State Schools in England: Where Do We Want To Be – And How Are We Going To Get There? Panel Discussion. Emma Knights OBE, CEO NGA, Panel Chair; Alison Critchley, Chief Executive RSA Academies; Andrew Warren, Executive Director/Chair Manor Teaching School/ Teaching Schools Council; Ros McMullen, Executive Principal Midland Academies Trust.

 

This was another very interesting discussion. Ross made the point that that we are where we are and asking to go back to the old LA controlled system won’t be beneficial. She also said that school leaders who work in special measure schools and help them to get to good are the people who actually know how to improve schools. This high quality leadership is the magic bullet if there is one. She also wanted a change in the system so that school leakers did not spend time writing bids which they usually never manage to get. The Headteachers Round Table would like an end to this system. She said that workload has reduced to some extent for staff but not for heads. She would like the Secretary of State to stop visioning and let school leaders get on with their jobs. She would like schools/MATs to work together and help each other so that collaboration isn’t force upon us from the centre.

Andrew’s worry was that a large number of schools are not in MATs and they don’t have LA support now. This is especially worrying for schools in rural areas. We have a responsibility to help these schools which aren’t in the MAT “club”.

Alison was of the opinion that there are various ways schools can collaborate and cooperate with each other. They should be allowed to do so and the structures can follow after the ways of collaborating have been worked out.

This session ended with Ros saying that leaders need to be given time and space. It’s about our mindsets too. We tend to beat ourselves a lot. We need to talk up schools, the large majority of which are good, happy places.

Governance matters at #BrewEDLeicester Part 1 My Slides

On 14th April 2018, I attended and presented at #BrewEdLeicester. My slides and brief explanatory notes of the slides are as below.

Slide 2:

I started my governance life as a parent governor in a secondary school. The school then converted to become an academy and I became a trustee and director in the SAT. The school then joined a MAT so that meant that I became a member of the Local Governing Body. I am also a trustee in a MAT of primary schools. I am a blogger and blog on governance and other stuff. I tweet, a lot!  I’m the co-founder (along with @JaPenn56) of @UKGovChat which some of you know is a twitter forum for governors. Since my link to education now is through governance that is what I will be talking about today.

Slide 3:

So, first, let me tell you a bit about the people who govern our schools. Governors are the largest volunteer force in England. There are about 250-300, 000 governors in England.

Slide 4:

According to the 2017 NGA and TES survey 53% of respondents were 40-59 years old. We obviously need more young people to join governing bodies.

Slide 5:

The same survey also looked at the ethnicity of governors.  A greater proportion of older governors are white. If we look at the younger governors then we see more people from different ethnic backgrounds joining governing bodies which is a good thing but more needs to be done to increase diversity of governing bodies.

Slide 6:

As far as gender is concerned then the survey showed that there are more female governors than male ones in primary, secondary and special schools.

Slide 7:

So, what do these 250,000 people actually do (besides sit on the stage at school events)? One of our core functions is to ensure the clarity of vision and ethos. The GB appoints the head and this is perhaps the most important thing that governors will do. We appoint someone who we feel will help us deliver our vision. Yes, it is a partnership; it has to be for it to work well but ultimately it’s the governors who will determine the vision, culture and the ethos of the school.

Slide 8:

It’s the governing body which sets the strategic direction of the school and decides where it wants to school to be in 5, 10 years’ time.

Slide 9:

It’s our job to hold the school leaders to account for the performance of the pupils and the school and the performance management of staff. We ask questions, do monitoring visits and triangulate data to get a true picture of how the pupils and school is doing.

Slide 10:

We are custodians of public money so another of our core functions is to look after the financial performance of the school and ensure that money is well spent.

Slide 11:

Talking about what governors do leads very nicely to a very important point; the difference between operational and strategic. Imagine that your neighbour placed these colourful eggs by the fence and it wasn’t Easter. You can chat to them over the fence and ask them why they’ve got eggs by the fence but you wouldn’t jump over the fence and rearrange or remove the eggs, put them in a basket and store them in the shed. In the same way, as governors we ask the school leaders to explain to us what they’ve done and why but we don’t try and do it for them. We need to remain strategic and leave the operational day to day running of the school to them.

Slide 12:

Now that we know what role governors play in schools let’s talk about why people should join a governing body.

Slide 13:

There are various reasons why people join governing bodies.

  • Schools are an important part of the community and governance allows you to give something back to your community
  • You get to learn to work strategically and do long term planning
  • You learn about financial planning and management of organisations
  • If you are an academy governor you learn about charity and company law
  • You get to meet governors from other fields such as business, law etc and this helps you look at things from different perspectives.

Slide 14:

When governors were asked about what motivated them to become governors then these were the reasons given by them. As you can see improve/support school is right at the top.

Slide 15:

You may be asking yourself why am I talking to you about becoming a governor. You may be thinking that you work in a school and volunteering as a governor of a school is a bit like a busman’s holiday! Trust me! There’s a lot to be gained by you and by others.

Slide 16:

A big advantage of volunteering as a governor is that it’s very useful, free CPD.

Slide 17:

  • You get to work at a strategic level.
  • You get an opportunity to shape the strategic direction of the school.
  • You learn to see things from a different perspective.
  • You can even get some leadership experience by chairing a committee or a working party.
  • You learn about governance which for many is something of a mystery!
  • You see firsthand how heads and governors work together which is good training for you if you decide to go for headship one day.

Slide 18:

But there are challenges too if you decide to become a staff governor in your school.

Slide 19:

  • You are a representative staff member
  • You are not a staff representative, not a union rep. There a difference between being a representative staff member and a being staff representative which you and others will need to understand.
  • There may be an expectation from staff to report back after GB meetings. That’s not your job, unless specifically asked to do so by the GB.
  • Governance is about asking questions and this may mean you have to challenge your boss.
  • Conflicts of interest have to be managed. There will be times you can’t participate in governing body business, for example pay committee.

But despite these challenges, the rewards are great!

Slide 20:

As Mel, a teacher, says, it’s a very good way of finding out how the governing body works

Slide 21:

And as Philip, a trainee teacher,  says it’s a very good way of finding out how schools work, especially the behind the scenes work that goes on.

Slide 22:

One thing which I haven’t mentioned is that we don’t get paid; in fact many times we spend our own money on governance. We are volunteers working to make schools better and trying to ensure that all our children receive the best possible education. So love’s got everything to do with governance! All we ask for in return is some appreciation of what we do and an occasional slice of cake!

Slide 23 and 24:

Some examples to show the difference between strategic and operational.

Governance matters at #EducationFest 


Next week for two days (23rd, 24th) I’ll be at Wellington College attending the Telegraph Festival of Edcation. Not only will I have the chance to hear (and hopefully meet) educators who I admire greatly, I’m also lucky enough to be taking part in two panel discussions on governance.

The organisers need to be thanked for including a governance strand. If governance is your “thing” then these sessions will be of interest to you.

Thursday:

1. School Governors: Rising to The Challenge Jo Penn, Naureen Khalid, Clare Collins (11:50-12:40; MFL 2)

2.Building an education system on lasting collaboration, leadership and great governance Sir David Carter (13:30-14:20; Waterloo Hall)

3. The Everchanging Governance Landscape Naureen Khalid, Katie Paxton-Dogget, Jo Penn, Prof Chris James (14:30-15:20; MFL 2)

4. Education Education Renumeration: should governors be paid? Gerard Kelly and Emma Knights  (14:30-15:20; Concert Room)

Friday

5. Amo, Amas, A MAT; achieving a successful love match Donna Munday, Kien Lac (13:30-14:20; MFL 4)

6. Leadership makes the biggest difference Prof Toby Salt, Nicole McCartney (14:30-15:20; MFL 7)

7. Effective governance in multi academy trusts Andy Guest, Chris Tweedale (16:00-16:50; MFL 9)

The complete programme can be downloaded using this link