School Governance was judged good or outstanding in 58% of schools

Ofsted published their annual report this month

The full report can be found here

http://www.ofsted.gov.uk/resources/annualreport1011

Here is a summary of what they said about School Governance

 

Ofsted Inspections this year identified considerable variations in the quality of governance across different types of school. Governance was judged good or outstanding in 58% of  schools inspected this year overall, but this varied between 53% in pupil referral units and 55% in primary schools, to 64% in secondary schools and 71% in special schools.

Although in the majority of schools the governing body acts as a critical friend, inspection findings show that where governance is less effective a lack of transparency and accurate information restricts the ability of the governing body to monitor the work of the school systematically.

Absolute clarity about the different roles and responsibilities of the headteacher and governors

underpins the most effective governance.

Governance supports honest, perceptive selfevaluation by the school, recognising problems

and supporting the steps needed to address them.

Effective governing bodies are driven by a core of key governors such as the chair and chairs

of committees. They see themselves as part of a team and build strong relationships with the headteacher, senior leaders and other governors.

School leaders and governors behave with integrity and are mutually supportive; school leaders recognise that governors provide them with a different perspective that contributes to

strengthening leadership; the questions they ask challenge assumptions and support effective

decision-making.

Governors are able to take and support hard decisions in the interests of pupils; to back the

headteacher when they need to change staff, or to change the headteacher when absolutely necessary.

Governors also have a critical role in ensuring the success of any school merger. There needs to be a compelling rationale for the merger and clear strategic direction. Governors need to be confident that the senior leadership team has the vision and capability to effect the merger successfully. In one example of an unsuccessful merger governors acknowledged that the merger had not been well planned; there was a lack of continuity in governance and only an interim principal was in post at the time of the merger.

Full report from Ofsted at http://www.ofsted.gov.uk/resources/annualreport1011