Steering through uncertainty: The crucial role of strong governance in independent schools

These are undeniably challenging times for independent schools. With the Government poised to impose VAT on school fees in January 2025, and the likely withdrawal of charitable rates relief soon after, the future feels uncertain and uncharted.

While a strong senior leadership team is essential to the day-to-day running of a school, non-executive governance is the often unseen yet crucial element behind the development of school strategy. It’s a key factor in ensuring long-term success. David Woodgate, CEO of the Independent Schools’ Bursars Association (ISBA), often reminds us that schools facing difficulties rarely do so because of weak leadership or financial strain—they struggle because of governance failures. While some governing bodies may take issue with this statement, the evidence is hard to ignore.

As the Bursar at Bradford Grammar School (BGS) and Clerk to the Governors, I’m often asked what exactly the Governors do. It’s a fair question, as much of their critical work happens behind the scenes.

In simple terms, in concert with the Headmaster, the Governors set the school’s long-term strategy and vision while ensuring alignment with core values and ethos. They entrust the executive team with delivering this strategy but have checks and balances in place to hold us accountable. My role as Clerk is to facilitate the Governors’ ability to perform their duties effectively. I ensure they receive the timely, accurate and relevant information necessary to fulfil their obligations.

I’m honoured to work with a dedicated Board of Governors who strike a carefully considered balance between offering support and posing constructive challenge. The relationship between the executive and non-executive teams is key to effective governance and takes time and effort to nurture. When grounded on trust and integrity, and when both sides are aligned in their vision and values, these relationships flourish—ultimately giving the school the best chance to thrive.

At BGS, the Board expects the leadership team to stay abreast of sector developments and to act creatively in addressing challenges. Our Board is outward-facing and committed to modelling best practices in governance. Many of our Governors hold or have held positions on other Boards, both within and outside the independent schools’ and education sectors, allowing them to bring diverse perspectives to the table. Similarly, I serve as Vice Chair of a local Multi Academy Trust (MAT), and other senior team colleagues have been or are currently Governors at other schools. Personally, my experience as a non-executive has been invaluable in my role as Clerk—giving me a broader perspective and greater empathy for the work our own Governors undertake.

Governor training and development is a vital part of our governance culture. In addition to annual statutory training in areas such as child protection and safeguarding, our Board recently completed the “Good Governance” programme developed by the Association of Governing Bodies of Independent Schools (AGBIS) and The Heads’ Conference (HMC). This programme, consisting of 10 webinars on topics ranging from Equality, Diversity and Inclusion (EDI) to school finance, public benefit and sustainability, serves as both a refresher on best practices and a valuable reminder to maintain a broad, long-term view of school strategy. In the fast-paced and dynamic environment of a school, it can be easy for leadership to focus too narrowly on immediate concerns, and strong governance helps ensure we never lose sight of the bigger picture.

At BGS, we had 24 scheduled Governor meetings during the last academic year, with several additional ad hoc meetings as needed. These meetings are focused, outcome-driven and always reflective of our core values. In the face of current challenges, the agility and responsiveness of our Board are essential, and we’re grateful to have a team that is ready and available to provide support when needed.

Effective governance requires continuous training and development, expert practice, high levels of trust and strong interpersonal relationships. But the real cornerstone is the shared vision and values that bind the executive and non-executive teams, communicated clearly to all stakeholders. This is what enables transformational outcomes for our pupils. At BGS, our Board is deeply committed to making a tangible difference in the lives of young people at BGS and the wider community. The success of our Assisted Places programme is a direct testament to that commitment. I’m immensely proud to be part of this institution and to contribute to what it represents, both within our city and our wider region.

Hoc Age!