The Role of the Staff Governor
Staff governors may consist of theheadteacher, non-teaching staff and teaching staff –the position ofthe headteacher being ‘ring-fenced’(i.e. should the headteacher choosenot to be a governor, no-one elsecan fill the vacancy). The role isunique in that, by definition, staffare involved in the day to dayrunning of the school and yet areasked as governors to put this toone side and be ‘strategicmanagers’. This is not always easy to do. However, the role of the staffgovernor offers an opportunity tomake a real contribution to thestrategic management of theschool, providing an interestingand rewarding dimension to work. The role is not limited to teaching staff and any staff member in the school can put their name forward for election. It also provides an opportunity for professional development for any staff member hoping to develop their careers in school leadership.
It is important for staff governors toestablish a rapport with the body whichelected him/her, whilst continuing tomaintain the strategic approach toschool governance. Although beingavailable to advise staff on appropriateroutes of action is a very importantaspect of the role, it is vital that staffgovernors do not personally become
involved in individual concerns. Apartfrom the possibility of this jeopardisingappropriate complaints and appealsprocedures, no governor has theauthority to act individually on behalf ofthe school.
Staff governors are typical staff members rather than representatives ofstaff, bringing a staff viewpoint andperspective to discussion and debate.They should not be seen as a ‘gobetween’or staff delegate. They act according to their own conscience andshould follow the appropriate rules ofgovernor protocol and confidentiality. This will include following the code of conduct for the governing body.
To effectively fulfil the role, staffgovernors:
- have equal rights with all othergovernors
- should not participate in discussionswhere they have a personal interest in
the outcome
- should not participate in discussionsabout colleagues’ pay (NB this does
not apply to the headteacher whoshould be involved in discussionsabout staff pay, but not about his/her own pay)
- follow the agreed procedure forputting items on the agenda
- should feel free to express their ownpersonal views, it being recognised
that this is not necessarily the view ofthe majority of staff
- do not have a mandate to express anyviews other than their own. However,
they should report in good faith anywidely held staff views, even if in a
vote they decide to vote differently
- try to attend in-service trainingsessions
- should agree with the rest of thegoverning body how decisions can be
shared with staff (not what wasactually said) unless the matter is
deemed confidential
- should be aware of the sensitivity ofgoverning body meeting discussions
and clarify after such discussionswhich items can be reported andwhich items the governing body wishto remain unreported until the minutes
of the meeting have been confirmed.
Achieving a balance between being animpartial staff governor and regular involvement in day to dayissues can sometimes be very difficult.
Some practical ways to achieve thisbalance include:
- never press your own personalagenda at the expense of others
- always be clear about whatinformation can be reported back to
colleagues
- never promise to ‘solve a problem’ on your own.
- be wary of bringing an individualissue to meetings without followingthe agreed procedures
- abide by the agreed protocolregarding agenda items and AnyOther Business
- keep yourself aware of staff viewsand concerns
- play an active part in governormeetings.
Conflicts of interest
Staff governors may, if they wish, participate in decisions relating to personnel issues, such asstaffing structures and appointments (although not in any discussion relating to their colleagues’ pay).
They may serve on the committee which has responsibility for staffing issues, provided that they areappointed to that committee by the full governing body.
All governors are required to declare whether they have a pecuniary interest, either direct or indirect,in any matter discussed by the governing body. It is usual to declare this interest at the start of ameeting. The staff governor may be required to withdraw from the meeting for the duration ofdiscussion on the matter in question and take no part in any vote on the subject. Staff governors should not be included on panels or in committees where the restructure of the school staff is being discussed.
A staff governor will not be deemed to have an interest as long as it is no greater than the generalinterest of any, or all, of the staff employed at the school. However, he/she may have to withdrawfrom a discussion if he/she stands to gain personally from the outcome of a decision (eg. Apromotion) or if he/she had been personally involved in a particular issue being considered (eg anissue relating to a specific pupil or parent).
It is strongly advised that very careful consideration be given to the issue of staff governors beingmembers of the selection panel for a new headteacher or deputy headteacher. Whilst the law doesnot exclude staff governors from being part of the selection panel, good practice suggests that thereare too many instances where a conflict of interest might arise to make participation advisable. For further information on the appointment of a head teacher please see our “Frequently Asked Questions” document on the appointment of headteachers on our website.
Exceptions to the Rule
There are however two restrictions relating to staff governors that result from their status asemployees of the school.
♦ A staff governor may not be chair or vice-chair of the governing body;
♦ A staff governor may not be present in a meeting where consideration is being given to the payor performance of any person employed at the school.
The exception to this is the headteacher,but he/she must be excluded during discussion relating to his/her pay or performance.
Relationship with the headteacher
There may be rare occasions where there is a conflict of interest between the role of the member ofstaff as an employee and as a governor. This is particularly sensitive where there is a difference ofview between the staff governor and the headteacher, who acts as a professional adviser to thegoverning body. Where an issue arises which may be an area of conflict, a staff governor is advisedto discuss this with the headteacher before the governors’ meeting so that he/she knows that youmay be presenting an alternative point of view at the meeting. As a matter of courtesy, controversialschool issues should not be raised without prior discussion with the headteacher. In the same vein aheadteacher, as far as possible, should try not introduce something of a controversial nature into agovernors’ meeting without some degree of forewarning to the staff governors. This of course does
not mean that staff governors can expect to receive preferential treatment with regard to beingprovided with special briefings in advance of governing body meetings.
Although this is a very delicate role,there is ample support and trainingavailable. Effective staff governors willfind working alongside the othermembers of the governing body bothinteresting and rewarding in that theirefforts will ensure that the work of thegoverning body fulfils its duties to all pupils.
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