The recent announcement by the Department of Education to terminate funding for Inspiring Governance, which has supported state schools in recruiting governors and trustees since it launched in 2016, has cast a pall over the future of robust school governance in England.
This funding cut, positioned against a backdrop of increasing vacancies and the paramount importance of governors in schools in all sectors serves as a clarion call to advocate for the relevance of these services.
As a school governor with experience on multi-academy trusts, independent and state school boards, I have seen first-hand the transformative power of effective governance. School governors play a pivotal role in ensuring schools operate with the best interests of students and staff at heart. They are volunteers, drawn from various walks of life, who contribute their unique skills and perspectives to support schools with their strategic direction.
“I have seen first-hand the transformative power of effective governance.”
However, despite their critical role, many school governor positions across the country remain unfilled, precipitating a governance vacuum that threatens both the operational and strategic effectiveness of our schools. The National Governance Association’s annual report revealed that over a quarter of school governors are contemplating resignation, intensifying the shortfall. Furthermore, in 2022, two-thirds of school boards reported at least one vacancy, while over a third were dealing with multiple unfilled positions.
In the face of an escalating crisis, schools are grappling with a severe shortage of school governors, compelling them to seek assistance from paid recruitment services – a strategy once reserved for the pursuit of headteachers. This trend underscores the depth of the dilemma, as schools are now funnelling precious resources into hiring processes that add further strain to their already stretched budgets.
“We must galvanise a rich diversity of professionals to consider governorship.”
As we confront this recruitment crisis, we must remember that the absence of qualified governors is not simply a vacancy in a boardroom; it is a gap in governance that can lead to a lapse in accountability, a drift in direction, and potentially, a decline in educational outcomes.
It is therefore essential to galvanise a rich diversity of professionals to consider governorships, enriching school boards with fresh perspectives and vital expertise. Additionally, showcasing the opportunities for personal and professional development within these roles can entice a wider range of volunteers.
Equally critical is the support and retention of existing governors. Through continued professional development and acknowledgment of their invaluable contributions, we cannot only bolster retention but also elevate the perceived value of these roles, inspiring more to serve.
“Equally critical is the support and retention of existing governors.”
School governor and trustee recruitment services stand as pivotal allies in this combat against the recruitment crisis. Their role in connecting competent individuals to schools in need is irreplaceable, serving as a linchpin in the battle to avert governance shortfalls.
Let us heed the clarion call for sustained governance that rings with urgency. The need for proactive support and recognition of governor and trustee recruitment services has never been more pronounced.