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Governing board evaluation

Eight elements of effective governance

Use the resources and advice featured on this page to ensure you are fulfilling the eight elements.

Guidance
21/05/2026

NGA believes that there are eight key elements that form the foundations to governing effectively in a school or trust. Use the resources featured on this page to ensure you are fulfilling these elements.

The eight elements

Every governing board needs a blend of knowledge, skills, perspectives and backgrounds to govern effectively. Having the right people around the table involves evaluating your board’s current and future needs and building an effective team.

  • Recruitment guidance – help attract new volunteers, run a successful recruitment process, create a diverse board, induct and retain volunteers.
  • Diversity indicators form – gather data on your board's membership and use this as a basis for discussion and action.
  • Skills audit – assess your governing board's strengths and identify gaps for development.

Governing boards help to ensure the wellbeing of the children and young people in our schools and enable them to achieve to the best of their ability. They do this through:

  • ensuring clarity of vision, ethos and strategic direction
  • holding executive leaders to account for the operation and performance of the organisation, including the educational provision and welfare of pupils, the management of staff and financial performance
  • providing strategic oversight of stakeholder voice

Refer to NGA’s role descriptions to gain a deeper understanding of governor and trustee responsibilities.

The chair, with support from the vice chair, leads the governing board and has a significant influence on the board’s culture and conduct. The chair ensures that the board fulfils its responsibilities and should encourage the board to work together as an effective team, building their skills, knowledge and experience.

All governing boards are required to appoint a governance professional, sometimes referred to as the clerk or secretary. The governance professional’s role includes providing advice – they are there to assist and are one of the most important people the governing board works with.

Governance professional roles, requirements and pay vary according to governing structures and the context of the school/trust. NGA has developed a career pathway for governance professionals to support current and aspiring governance professionals as well as governing boards and employers in schools, trusts and service providers.

Effective governors and trustees are good team members. This means being willing to share the workload, being respectful of different personalities and perspectives (even when you disagree) and celebrating success together. A good working relationship between the governing board and executive leaders is also essential.

Understanding school/trust strengths and weaknesses informs the board’s strategic discussions and decisions about current priorities and the future.

  • Reports to the board – information provided in executive leader reports enables the board to effectively monitor school/trust performance and hold leaders to account.
  • Monitoring visits – visiting the school, or schools in a multi academy trust, is important for the board to see how the strategy is being implemented and matters discussed at board-level translate into everyday school life.
  • Stakeholder engagement – understanding the views and experiences of stakeholders, specifically pupils, parents and staff, can provide boards with rich and diverse insights into school/trust life, ethos and culture.

Governing boards are expected to discuss and challenge the information they are provided with. Asking challenging questions helps boards to gain clarity and test assumptions. Governors and trustees should feel confident to have courageous conversations where needed in the interests of children and young people.

However, keep in mind that accountability is about analysing how things are working and what should be done collaboratively, rather than apportioning any blame.

Governing boards who conduct evaluation and regularly review their impact are more likely to ensure compliance and improve outcomes. Boards should carry out a mix of both self-evaluation and independent external review.

NGA membership

Join us to access member-only governance resources

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Consultancy

External reviews of governance

NGA recommends that boards undertake an external review every three years (more frequently at times of change). A review by an experienced NGA governance consultant provides an independent and objective view of your board’s strengths, with clear recommendations and support to improve.

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Guidance

DfE Effective governance resources

NGA has contributed to a Department for Education (DfE) expert advisory group to collate principles of good practice and practical resources that boards, leaders and governance professionals can use to support sustainable and effective governance.

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