Role of Governor

Croft Church of England Primary School

Role Description –  Local Governor (Based on NGA Guidance 2023)

Role purpose

The trust board provides:

  • strategic leadership – defining the vision, fostering the trust’s culture and setting the strategy
  • accountability and assurance – robust and effective oversight of trust operations and performance
  • engagement – strategic oversight of relationships with stakeholders, ensuring decision-making is supported by meaningful engagement

Responsibilities are delegated to academy committees (also known as local governing bodies) to help the trust board fulfil this purpose and to strengthen MAT governance.


NGA research highlights the ‘4Ss’ (safeguarding, SEND, standards and stakeholder engagement) detailed below as the minimum functions typically delegated to the local tier.


  • Ensure that the adopted safeguarding policies and procedures reflect the safeguarding challenges and context of the school.
  • Monitor the implementation of safeguarding policies and the effectiveness of safeguarding arrangements.
  • Foster a culture that prioritises the safety and wellbeing of all pupils and staff in the school.
  • Work with the Designated Safeguarding Lead (DSL) to ensure that safeguarding procedures are effective.
  • Monitor the school’s estate, ensuring that appropriate policies are adopted and followed in order to keep pupils and staff safe.


  • Ensure that the trust policy for pupils with special educational needs and disabilities (SEND) is implemented and adapted to the specific school context where necessary.
  • Seek assurance that staff are trained to implement pupil strategies and support plans.
  • Ensure pupils with SEND have the resources they need to succeed.
  • Work in partnership with the Special Educational Needs Coordinator (SENCO) as well as other stakeholders and the wider MAT community to ensure that pupils with SEND are well-supported and included in all aspects of school life.
  • Monitor the overall effectiveness of the school’s SEND provision, referring to pupil outcomes and other relevant data.


  • Ensure that the trust’s vision, ethos and strategy is adopted and applied by school leaders.
  • Work with senior leaders to identify areas for improvement and develop strategies to address them in line with the trust’s strategic objectives.
  • Monitor school performance and improvement through regular reviews of performance data, including exam results, attendance rates, and pupil progress, to ensure that the school is meeting its targets.
  • Ensure that the trust’s curriculum is being provided to pupils in an appropriate manner for the school’s context.
  • Ensure that the required policies and procedures are in place and that the school is operating effectively in line with these policies.
  • Establish a strong relationship with the headteacher in order to provide effective support and challenge, including providing feedback to the headteacher’s performance management process.

Stakeholder engagement

  • Consult stakeholders such as parents, staff and pupils, and use these insights to inform decision-making.
  • Help stakeholders to understand the trust’s values and vision for the future.
  • Provide the trust board with insight into the challenges and opportunities faced by the school’s local community.

Panels and committees

When required, local governors may be expected to serve on panels in order to:

  • hear staff grievances and disciplinary matters
  • review decisions to exclude pupils
  • deal with formal complaints in line with the trust’s complaints procedure

Contribution to the academy committee

Local governors should ensure that they are making a positive and meaningful contribution to the committee by:

  • attending meetings, reading papers, and preparing questions for senior leaders in advance
  • establishing and maintaining professional relationships with senior leaders and colleagues on the committee
  • getting to know the school, including visiting the school occasionally during school hours
  • undertaking induction training and engaging in ongoing development

Tasks include:

  • Attending six full local GB meetings a year and in addition other meetings as required
  • Getting to know the school including its strengths and areas for development
  • Carrying out one formal monitoring visit per term depending on link/responsibility
  • Working as a member of a team
  • Working independently
  • Speaking, acting and voting in the best interests of the school
  • Representing the perspectives of the constituencies where appropriate
  • Respecting all Governing Body decisions and supporting them in public
  • Acting within the framework of the policies of the Governing Body and legal requirements
  • Participating in training and development opportunities as appropriate

Key Values

The Seven Principles of Public Life

(Originally published by the Nolan Committee: The Committee on Standards in Public Life was established by the then Prime Minister in October 1994, under the Chairmanship of Lord Nolan, to consider standards of conduct in various areas of public life, and to make recommendations).

Selflessness – Holders of public office should act solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.

Integrity – Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might seek to influence them in the performance of their official duties.

Objectivity – In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

Accountability – Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

Openness – Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands.

Honesty – Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

Leadership – Holders of public office should promote and support these principles by leadership and example.